Good Project Management Practices Research Articles

The Scientific Event as a Formative Activity in Postgraduate Studies : Perspectives from the Scientific Committee of the FORPED PPGGOC

Aims: To share the experiences of a scientific committee of an academic-scientific event proposed as a teaching activity for postgraduate studies.<br /> Methodology: It is a descriptive, exploratory, and applied study; the methodology consisted of a bibliographic research that sought inputs on scientific communication and good project management practices for their application in the management of the scientific committee. The management, organization, and monitoring of activities and tasks were carried out through a shared electronic spreadsheet with the team, stored in the cloud.<br /> Results: As a result, the main milestones, activities, and artifacts produced by the scientific committee of the event were presented, as well as the details and chronological order of the activities, in guide format, to contribute to the academic training of postgraduate students and those interested in organizing academic-scientific events. The activities and artifacts in other events should be replicated to improve the documentation presented in this study.

The Impact of Risk Management and Knowledge Management on Construction Project Success: The Mediating Role of Project Management Performance

This research seeks to show the importance of risk management (RM, henceforth) and knowledge management (KM, henceforth) for project success (PS) and to investigate the mediating role of project management performance (PMP). Online questionnaire was distributed to 220 project managers among all 200 Jordanian first class construction companies. The data from 165 respondents were checked and coded for statistical analysis using Structural Equation Modeling (SEM) with Analysis of Moment Structures software (AMOS, 20) and Statistical Package for the Social Sciences software (SPSS,20). The results indicated that RM and KM have significant positive effects on PMP and PS. Moreover, PMP was found to have a significant positive effect on PS. The results showed that PMP was the strongest predictor of PS while the strongest predictor of PMP was RM. From the results of mediation analysis, it was found that PMP partially mediates the effects of RM and KM on PS. The study recommended that Jordanian construction companies should consider seriously RM and KM in their projects since they will protect the projects from such failures as completion delay, overrun, low quality or safety incidents. In addition, the construction companies have to pay more attention for project management training and the use of the best practices of project management which will improve the overall organization performance.

Development of Project Methodology Implementation: Engineering Perspective

The study aimed to develop a methodology for the implementation of construction projects according to the world standards during the life cycle of the project from the beginning to the closure. Since the construction projects in Jordan suffers many problems, a specified questionnaire was designed as a method of data collection and distributed among simple random sample of 191 respondents from total population. The relative importance index was used to sort the practices according to their importance to the proposed methodology. The results showed that the most important factors according to the overall ranking based on the value of the relative importance index (0.844) is in the project planning stage. This is related to the duration of the task, which should not exceed more than (4-6) weeks; as the determination of the duration of the project activities is an important point in developing the methodology. In addition, the study revealed that the project monitoring and closing phase is the most important during the project life cycle (relative importance index was about 0.655). The lowest value of the relative importance index was (0.399) in the implementation phase of the project, which related to the impact of cash flow on the implementation of the project, because this factor particularly affects the implementation phase more than the implementation of the project as a whole. Finally, the results showed that if present methodology is applied the improvement would be between 75% to 79% in comparison to the conventional projects methodologies. Scope of the Study Deciding to choose the most suitable methodology in each project is essential step during project planning and whether to have one or more methodology for a project. Project methodologies are different in composition and the parts of a methodology all play a role in supporting the project team during the project life cycle to achieve the projects’ objectives. The study give insight of the best practices of project management that will lead to better performance for construction projects in Jordan, recommended key practices during implementation that could be adopted to achieve project success, and identify key problems facing project implementation processes. Objectives of the Study The main objectives of the study are as follows: 1-Developing a project methodology implementation from engineering perspective depending on world standards. 2-To analyze and find out and what are critical factors that play an importance role in influencing the project success (i.e. implementing the world standards). 3- Improve the quality of project planning and implementation, project implementation within time, cost, budget from engineering perspective. 4- Understand and manage employers needs in a positive way from engineering perspective. 5- Increase productivity and reduce costs and thus increase profits from engineering perspective. 6- Minimizing errors and defects in the product or service provided, reduced human error and waiting service time from engineering perspective.

Базові моделі управління розвитком підприємства

In the context of permanent changes caused by instability due to the ongoing war and an increased uncertainty in the business environment, the conditions for the development of enterprises are changing dramatically. The article elaborates an interpretation of enterprise development as a process of quantitative, qualitative, and structural changes in its status (potential) and functional activity to achieve the established vision and goal (effectiveness), which are caused by an immanent tendency to improvement. The concept of development of a socioeconomic system is considered. The interaction of the main elements of the development of the socioeconomic system is analyzed. Both the conceptual and the basic models of enterprise development management have been elaborated. Studies have shown that in the current economic conditions, business activity is a decisive factor in the economic performance of an enterprise. At the same time, business activity is a defining characteristic of the company’s position in the market. Thus, the growth of business activity of an economic entity in the capital, goods, and labor markets, aimed at improving the effectiveness of its activities, becomes the primary task of the economic development of the enterprise. It is determined that the results of activity characterize the degree of achievement of the goal of development of enterprise, which is described by an aggregate of indicators. Changes that may occur during the implementation of a certain conception of development primarily affect such functional characteristics as capital, sufficient costs of production, output. Estimates of such changes can be obtained based on the results of experimentation with the corresponding searching (working) models. On the basis of the above and taking into account the best practices of project management, strategies and models of enterprise development are considered, including strategies for growth, activation, transformation and creation. These strategies provide elemental, mixed, and system types of development.

Challenges of e-government implementation in health sector: a step toward validating a conceptual framework

PurposeThe importance of e-government projects has been realized in the developed as well as in the developing countries of the world. The successful implementation of e-government projects is a challenging task. Public sector organizations are facing different sorts of challenges while executing e-government initiatives. The purpose of this paper is to explore issues/challenges related to e-government project implementation.Design/methodology/approachA systematic literature review (SLR) was conducted to understand the challenges of the e-government project, as mentioned in past research. The findings of this SLR helped in developing a proposed framework for e-government challenges. The proposed framework encompasses challenges and issues related to four main aspects such as technological, organizational, project management and enabling environment. These aspects need to be further explained for their remedial measures. For this purpose, an exploratory case study was conducted. The unit of analysis was one of the e-government projects of the ministry of IT. The interviews of the senior and middle management involved in the implementation of this project were conducted and transcribed.FindingsThe case study findings endorse a framework proposed. The findings of this research reflect the importance of creating a shared vision, adequate funding and good project management practices as an essential aspect of e-government implementation. Further, the importance of user-related issues such as involvement, capacity building and technical skills was also found critical in successfully executing and sustaining such initiatives in the organization. Further study findings provide necessary guidance for the senior management, which may help to develop effective strategies for the e-government projects in the organization.Originality/valueThe current study focused on developing a better understanding of the challenges commonly faced by organizations during e-government adoption and implementation related to organizational, project management, enabling environment and technological aspects.

Gestão de projetos: gestão de escopo e stakeholders na implantação de um projeto de software em um ambiente sem contexto de projetos

Este relato técnico discute a importância da aplicação de ferramentas de gerenciamento de projetos, com foco em gestão de escopo e stakeholders. O método utilizado foi estudo de caso e a unidade de análise foi um projeto de implementação de software de um fornecedor multinacional para concessão de descontos em academias de ginástica numa empresa de transportes aéreos no Brasil. Os dados foram coletados por meio de análise documental e entrevista com o gerente do projeto da companhia. A conclusão da análise dos dados deste estudo permitiu o entendimento dos problemas ocorridos no gerenciamento do projeto e como as dificuldades das áreas que tratam de gestão de escopo e stakeholders encontradas durante a gestão do projeto culminaram no atraso do projeto. A intervenção executada no modelo de assessoria permitiu realizar um mapa de problemas versus lições aprendidas. A contribuição deste trabalho é consolidada pela elaboração de uma proposta de gestão de escopo e stakeholders utilizando as boas práticas de gerenciamento de projetos em contextos que não sejam de projetos.

Study on the Role of Project Manager in Improving the Project Performance

A project manager is the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. Project manager is responsible to complete the project within time, cost and quality towards making the project a success. Construction industry plays an important role in the economy of the country. The industry, however, is beset with many challenges, including delivering projects within cost, time and quality. Therefore project manager is a critical resource in the project to achieve its objectives. Sadly, the role of the project manager is often overlooked. It is assumed that the leadership role of the project manager is measured against time, cost, quality, and customer satisfaction. The importance of this study is to find various roles that project managers ought to play for improving project performance. Good project management practices and competent project managers always deliver better result.

Project Management Practice in Groundwater Construction Project in Ghana

The implementation of good project management practice effectively, is a way of improving future projects especially in groundwater construction projects. The lack of good project management principles may cause project delays, and higher costs. A fundamental principle of project management is that any project, regardless of its size or type, consists of three components: scope, budget, and schedule. The purpose of this paper is to investigate and examine how project Management practice in groundwater construction projects in Ghana. The research focuses on the issues of management practice in groundwater construction projects in order to recommend ways of improving management practices. The data were collected through a questionnaire survey sent to the managers, consultants and client’s representative who had been involved in the construction of groundwater projects in Ghana. The survey covered the project management lifecycle: project initiation, planning, executing, monitoring/controlling the closing/evaluating processes of the project. The result of the data analysis reveals that: all three groups (managers, consultant and clients representative) generally agreed that most of the problems in the groundwater construction projects are human and management related. Furthermore, the results indicated that most of the projects did not have project management processes and procedures. The paper concludes with recommendations that the scope of the project is defined and a project management plan is developed be taken in the early stages (conceptual and planning, and evaluating phases) of the groundwater construction projects.

Todo lo que nunca pensaste que los alumnos sub 18 sabían sobre proyectos

Organizar excursiones o meriendas, montar un equipo del juego on-line de moda, estudiar en grupo y muchas cosas más son actividades habituales en jóvenes (y no tan jóvenes). Las actividades anteriores pueden enmarcarse en la definición de proyecto, ya que todas cuentan con un marco temporal definido, tienen recursos limitados que es necesario gestionar y plantean objetivos que se desea cumplir. Sin embargo, basándonos en nuestra experiencia docente en asignaturas universitarias relacionadas con la gestión y dirección de proyectos informáticos, la enseñanza de esta materia es difícil. Al ser asignaturas de últimos cursos universitarios los alumnos llegan con malos hábitos adquiridos. El objetivo de este trabajo es doble: 1) Exponer cómo en actividades cotidianas aplicamos conocimientos de gestión de proyectos, aunque muchas veces no somos conscientes de ello. Queremos mostrar a nuestros futuros estudiantes el uso de buenas prácticas de gestión de proyectos tomando como referencia la Guía de los Fundamentos para la Dirección de Proyectos (Guía del PMBOK®) del Project Management Institute (PMI) y aplicándolo a la organización de una barbacoa. Así, el alumnado aprenderá que detrás de cada una de las preguntas que se plantean: ¿dónde lo haremos?, ¿cuántos seremos?, ¿qué llevaremos?, ¿cuándo? y otras tantas preguntas, se esconden buenas prácticas de gestión de proyectos; y 2) Plantear al profesorado, tanto universitario como no universitario, la importancia de ir incorporando en etapas tempranas de la formación de nuestro alumnado conceptos básicos sobre diferentes disciplinas aplicadas de forma amena y motivadora. Nuestros jóvenes saben más de gestión de proyectos de lo que ellos mismos creen y ayudarles a sacar este conocimiento a la luz les ayudará a gestionar un proyecto de forma natural cuando lleguen a la universidad. Para ello expondremos técnicas y herramientas sencillas para que su barbacoa sea un éxito.

УПРАВЛІННЯ ПРОЕКТАМИ ДЛЯ РОЗВИТКУ ОТГ (КРАЩІ ПРАКТИКИ)

The article considers the best practices of project management for the development of UTC in Ukraine. Emphasis is placed on the successful experience of implementing infrastructure and social projects, energy saving projects, waste sorting and recycling, tourism, participatory budgeting and industrial development, and attracting investment from small integrated territorial communities. A number of shortcomings in the implementation of UTC development projects have been identified, which mainly relate to excessive budget expenditures on landscaping projects without creating appropriate conditions for business development, industrial production and expansion of local budget sources. It is noted that the information campaign on the implementation of UTC development projects should be continuous and reach a larger audience. Based on the analysis of best practices in the implementation of UTC development projects, it is argued that the main driving force of sustainable development of a united community is not staff skills or sufficient funding, but creativity, cohesion and strategic vision of community transformation. In particular, it has been proved that without great financial opportunities many successful UTC s managed to organize waste sorting and processing, economic cooperatives, factories, festivals, widely implement participatory budget and energy saving projects, construction of solar power plants, etc. An important element in building a prosperous community has been their participation in various grants, which have become one of the reliable sources of project funding. As recommendations, it is proposed to create a community development fund, improve strategic planning to create conditions for the development of value-added production in communities and the introduction of crowdfunding to accumulate funds for projects. The study of community development in Ukraine's neighboring countries for the implementation of best practices into domestic realities has been identified as promising areas for further research.

The project management to support production process of a scientific journal

A evolução do conceito de projetos e o desenvolvimento e aceitação das metodologias e abordagens para seu planejamento e gerenciamento tem permitido sua aplicabilidade a diferentes áreas, realidades e culturas organizacionais. A busca por métodos e ferramentas capazes de conduzir seus projetos a um final bem-sucedido, a exemplo de um periódico científico, tem motivado muitas organizações a buscar, nas boas práticas de gestão de projetos, um melhor planejamento e gerenciamento. Nesse contexto, o objetivo deste trabalho é analisar o processo de produção de um periódico científico sob a ótica da gestão de projetos. Foi desenvolvido um estudo de caso único que verificou a aplicação dos processos de gestão de escopo, prazo e custo do projeto de produção de uma revista científica de especialidade médica. Como resultados, destaca-se que, mesmo não tendo conhecimento das boas práticas de gestão de projetos, a organização aplica algumas de suas ferramentas de maneira informal e embrionária. Foram identificados pontos que merecem atenção, pois impactam no atraso da veiculação da Revista. Proposições de melhorias foram apresentadas por meio da aplicação da metodologia da gestão de projetos, o que poderá contribuir para um melhor planejamento e gerenciamento do projeto.Abstract: The advancement of the concept of projects and the development and acceptation of methodologies and approaches for its planning and management, has permitted its applicability in different areas, realities and organizational cultures. The search for methods and instruments capable of conducting your project to a successful accomplishment, e.g. a scientific journal, has motivated many organizations to enhance planning and management by resorting to good project management practices. In this context, the objective of this paper is to analyze the process of making a scientific journal within a perspective of project management. A case study was developed that verified the application of management processes of scope, deadline and costs of the project of producing a specialized medical scientific journal. Within the results, emphasis goes to the fact that despite not having information about good project management practices, the organization applies some of its tools informally and embryonically. Some elements that impact on the delay of the magazines diffusion were identified as in need of enhancement. Improvement proposals were presented by applying project management methodologies that can contribute with enriched planning and project management. Keywords: Scientific Journal. Editing. Project Management.

Using control systems to improve construction project outcomes

Purpose – The purpose of this paper is to identify control systems that give rise to better construction project performance; and develop and test project performance predictive models based on control systems adopted in the project. Design/methodology/approach – Research design was questionnaire survey. Data were collected via Electronic mails. The sampling frame was Singapore-based construction firms. Findings – In all, 16 control mechanisms are significantly correlated with project outcomes. The more important control mechanisms are: adequacy of project information to develop the project schedule; adequacy of float in the schedule; and quality of techniques used to support risk identification. Two relatively robust predictive models were constructed and validated to predict schedule and quality outcomes of construction projects. Schedule performance may be predicted by adequacy of float and stringency of criteria to select suppliers. Quality outcome is most significantly affected by competency of quality manager, rather than the hard systems adopted in the project. Research limitations/implications – The limitations include low response rate, and subjective nature of the five-point Likert scale used to rate project outcomes and extent to which control mechanisms were adopted in the project. Practical implications – The implication of the findings is that merely having good project management practices and adequate resources are not sufficient to achieve good project outcomes. Instead, construction projects need to have control systems in place, as they play an important role in project outcomes. Originality/value – The paper has shown empirically that control systems affect project outcomes. They are needed not just to control the project, but also help the project to achieve good outcomes. The research designed and tested two relatively robust models to predict schedule and quality outcomes of a project. These models may be used to make an initial assessment of the project's likely outcome, based on the control systems that contractors are going to adopt.

Model for Managing Software Development Projects by Fixing Some of the Six Project Management Constraints

This study is focused on the software development process, viewed from perspective of information technology project manager. Main goal of this research is to identify challenges in managing such projects and provide a model for delivering software solutions that satisfies client’s expectations. Project management theory describes six constraints or variables in every project, which project managers can use to better control the project and its outputs. Fixing some of the six project management constraints (scope, cost, time, risks, resources or quality) will allow project manager to focus on most important project aspects, rather than being drawn between all of the variables.This paper is aimed at information technology project managers and portfolio managers, as it describes the practical application of this model on a software development project. Findings of this research support the theory that, by applying good project management practice and focusing on project/business-critical requirements, will enable project managers to complete projects successfully and within tolerance limits. Results show that by identifying key business constraints, project managers can create good balance of six constraints and focus on the most important ones, while allowing other constraints to move between limits imposed by clients and stakeholders.

The Importance of Design Process in Housing Quality

In Malaysia, housing construction industry is moving towards quality.Many construction companies have implemented several Quality Management System (QMS) for instance ISO 9001 and TQM in managing projects to ensure the quality of products. However, aspect of quality in newly built housing are remains an issue. Thus, a survey had been conducted among three construction professionals comprising: private clients, consultants and contractors. ReHDe framework is finally formed with a list of 3 major construct factors and 14 possible variables for managing the quality of house are determined. Results show that by having a good project management practices in place, there will be a significant effect in reducing numbers of defects in housing sector. Design process has appeared to be one of the most important factors that contributing in housing quality. 4 sub factors namely constructability, drawing accuracy, variation and knowledge transfer have been identified and discussed in detail in this paper.

Development of good professional practice

Development of good professional practice

Project Management Performance Drivers

The practice of project management has gained enormous importance over the past several years in various business industries. “In industries as diverse as pharmaceuticals, software, and aerospace, projects drive business” (Wheatley). This gain of importance can be attributed to the magnitude of the impact project performance results in terms of time, cost, and scope have over the project performing entity. “On the basis of data released by the Bureau of Economic Analysis, part of the US Department of Commerce, they estimated in 2001 that the US public and private sectors combined spend some $2.3trn on projects every year, an amount equivalent to a quarter of America’s GDP” (Wheatley). The Project Management Performance Drivers research was conducted to demonstrate how project performance in terms of time, cost, and scope is dependent on applying generally recognized good project management practices. The research was based on a survey filled by project management professionals and regression analysis was used to elicit the relationship between good project management practice and project performance. The research revealed that a direct linear relationship seems to exist. The attained result demonstrates the importance of applying generally recognized good project management practices when managing projects.

IT Systems Development: An IS Curricula Course that Combines Best Practices of Project Management and Software Engineering

Software Engineering in IS Curricula Software engineering course is taught to higher education students majoring in Computer Science (CS), Computer Engineering (CE), and Software Engineering (SE). Software engineering course is also taught in other disciplines, either as a mandatory or as an elective course, such as Information Systems (IS). IS is a broader field than CS and includes parts of CS. IS fie ld could be described as an interdisplinary field that studies the design and use of information systems in a social context. As noted in IS2002 model curricula (Gorgone et al., 2002) , IS as a fie ld of academic study exists under a variety of at least thirteen (13) different curricula, including Information Systems, Management Information Systems, Computer Information Systems, Information Management, Business Information Systems, Informatics, Information Resources Management, Information Technology, Information Technology Systems, Information Technology Resources Management, Accounting Information Systems, Information Science, and Information and Quantitative Science. The author's early experience was that teaching IS students a software engineering course in the same way as CS students was not successful. This is mainly because IS students have significantly less background in programming than CS students. This experience encouraged him to accommodate topics on project management and SE lab using Rational Suite Enterprise (Rational Suite Enterprise, 2008). This new approach was relevant to IS curricula and with accordance with IS2002.10 project management and course guidelines. Hilburn, Bagert, Mengel, & Oexmann (2008) proposed that several computing associations including the Association of Computing Machinery (ACM), the IEEE Computer Society (IEEECS), and the Computer Sciences Accreditation Board (CSAB) have provided encouragement, support, and guidance in developing quality curricula that are viable and dynamic. However, most computing programs still devote little time to software life cycle development, software processes, quality issues, team skills, and other areas of software engineering essentials to effective commercial software development. Hence, new graduates know little about what are best practices in software engineering profession (e.g., related to use of software processes, team building, front-end development). Therefore, it is the role of faculty members teaching such courses to redesign and implement curricula that focus on practice of software engineering, and other related issues. This paper is organized as follows: Section 2 presents arguments for the alternative approach. Section 3 presents IS2002.10 course specifications. Section 4 presents IS software engineering body of knowledge. Section 5 presents the project component, Section 6 presents a mapping from IS2002.10 course specification onto the IS software engineering course. Section 7 presents evaluation of the proposed approach. Finally, conclusions are presented in Section 8. Why IT Systems Development Course? We have taught the IT Systems Development course to IS students for seven years, and we believe we hit upon an approach that works. Instead of trying to instruct students in theory of various techniques, we teach them what we believe of as software development. From the management side IS students are expected to deal with non-technical challenges arising from project situations, including understand project domain and requirements, how to be a team player, how to schedule work between team members, and how to cope with time pressures and hard deadlines. As indicated by (Weaver, 2004), students often have limited experience in projects management. They do not appreciate the need for planning and take more time than anticipated to complete tasks. We have developed the creation of a set of guidelines for accommodating topics on project management to help students deal with non-technical issues of software development. …

“Lean and Green” at a Romanian secondary tissue paper and board mill—putting theory into practice

A three-year environmental project was implemented at the Petrocart S.A. paper and board mill, through the Danish Support Programme for Eastern Europe (DANCEE). The aim was to use “Lean and Green” Production to improve industrial compliance with the effluent regulations and with EUs IPPC Directive under implementation in Romania, thereby improving the environmental conditions in the Bistrita River running through the town. The results obtained included an 87% reduction of the discharge of wastewater from 5300 to about 700 m 3/day. Previously, the effluent was subjected to primary treatment only. The reduction in flow reduced mill fibre losses and allowed discharge to an existing, underloaded, municipal treatment system, where primary and secondary treatment is operated. Further results obtained were better housekeeping (5S and Kaizen) and a Total Quality Management (TQM) organisation was implemented where product quality, environment and occupational health and safety are merged into one system. Twenty-eight TQM groups were formed, each with a representative from management and elected among workers. The mill's employment is slightly higher today, and the gross turnover and profitability has almost tripled. Had Petrocart had the financial resources themselves carried the project through without DANCEE support, the payback time for the project would have been 3.7 years for the total of €2 million spent. Petrocart no longer pays penalties for environmental non-compliance. The performance contributes to IPPC-approval. The project was implemented within the framework of DANCEE's procedures, which is based on the Logical Framework Approach (LFA) for project management. The PRojects IN Controlled Environments (PRINCE2™) model for project management was also applied. This article analyses how the results were achieved and how Lean and Green thinking as well as good project management practices, such as LFA and PRINCE2 were applied to turn around an old Eastern European company to survive privatization.

Science, objective knowledge and the theory of project management

Though there is reasonable agreement on most of the formal tools used for managing projects, there is still a range of views on what constitutes the discipline of project management.This paper examines the knowledge we have of the discipline and, in particular, how testable and public it is. It suggests that while the ‘hard systems’ approaches of systems engineering and decision support have had a seminal impact on the development of project management, ‘soft systems’ thinking also has an important role, particularly at the front end of projects.The human side of project management is also extremely important. The paper concludes that while we can certainly identify good project management practice, there will never be an overall theory of project management. Indeed, the very notion is mistaken.

Collaborative R&D and European Industry

OVERVIEW:A recent questionnaire on collaborative R&D reveals current thinking and actual experiences of a large fraction of the European R&D-intensive industry. There is general agreement on the main driving forces for collaborative R&D; namely, rapid technological change, globally accessing technology and more demanding customers. However, the perspective from various organizational layers on specific issues may differ considerably. A large majority of the corporate representatives expect an increase in volume. This is not the case among the business unit people. As the primary reason for collaboration, the corporate layer cited new product development, while environmental problems led the responses from business units. The strategic integration of collaborative R&D appears to be less than that of other R&D. Simple measures like formulating a policy and strategy for collaborative R&D, together with attention to good project management practices, enhance the chances for a successful collaboration considerably.