Integrated Project Management Research Articles

Update of the operational production system and organizational structure as the basis of the innovative development of the construction enterprise

The article presents a formalized economic-mathematical model that makes it possible to estimate the effect of the joint introduction of information modeling in construction and an integrated project management system to solve the tasks of extracting from the overall effect of the enterprises' activity the share that arises as a result of the introduction of innovations.
 It was determined that the analysis of empirical data is a mandatory condition for the formation of proposals for improving the activities of economic entities, in general, and the development of direct measures within the limits of individual functional types of activity, in particular. In order to obtain up-to-date and verified information about the activities of the studied enterprises, the work pays attention to the analysis of trends in the development of domestic construction. An analysis of the destabilizing effect of factors on the economic security of these enterprises is presented using the approaches and indicators of the rating assessment of Doing Business business conditions. This approach allows detailing the general state of the business environment at the macro level and explaining the deep processes of the response of the enterprise management system to the challenges of modernity, which form a certain security environment at different levels of management of complex socio-economic systems.
 A model of flexible management of the enterprise has been developed to ensure its economic security, which is built on the basis of two-component neural network diagnostics, taking into account the needs of the main stakeholders and determining the internal and external factors influencing the enterprise's activities. The model allows management to determine the most relevant list of management decisions and take into account external and internal threats, which ensures an increase in the level of economic security of the enterprise due to sufficient flexibility of the management system and timely response to current threats.

How Artificial Intelligence can leverage Project Management Information system (PMIS) and data driven decision making in project management

This article focuses on the opportunities of utilizing Artificial intelligence in project management in general. Special emphasis to project management data driven decision making and the relevant tools represented in processes, tools and techniques of PMIS. The data used to support this research is collected from primary and secondary sources to emphasize the research paper results. The approach used in data collection was a qualitative method where interviews conducted. Advanced projects and cases from Dubai and UAE were also investigated. The results showed that with the creation of big data, AI can now be more than just technology and is capable of performing more complex tasks using advanced techniques and algorithms. AI helps more effectively through integrating project management phases and the entire project lifecycle process. Bringing AI to the project management domain across the world can provide a sustainable world for future generations. It also assists in faster and smarter decisions. It is recommended to monitor AI until users are satisfied and can trust the systems outcome. AI will have a tremendous growth as projects in smart cities are growing bigger , complex and demanding.

Project Management in Central Banks

Abstract In this ever-changing environment of technological innovations central banks are strongly committed to fulfilling their key objectives of preserving monetary and financial stability, but also make efforts to adapt to new market requirements. On the path of technological transformation of financial systems, central banks face many challenges stemming from, inter alia, new less regulated and decentralized financial innovative services, cyberattacks, and endangered cyber security. Central banks need strong project management to successfully address these processes and that should be done in line with the highest international standards. The paper analyses the implementation of project management in central banks according to the international standards. The authors present possible division of roles and responsibilities in the project organization structure in central banks based on these international standards. The standardized integrated project management activities and associated practices are described and presented in the context of project management in central banks. The authors conclude that the application of international standards is crucial for successful project management in central banks in order to ensure that the projects are implemented on time and within the envisaged scope and budget, thereby ensuring high quality results, efficient deployment of human resources, benefits realization and value creation for the organization.

Formation of the system of integrated risk appetite management during it project implementation

The object of research is the risk appetite of an IT project. It is important for the implementation of an IT project to determine the critical values of indicators important for the activity, which predetermines the need to define and manage risk appetite. Risk appetite management in the implementation of an IT project directly affects its successful implementation and requires theoretical and methodological foundations for its consideration in the project management system. By establishing risk appetite, the project manager determines how much risk s/he is willing to take in order to achieve the key goals of the project. The definitions of "risk appetite", "risk tolerance", "risk appetite" in the implementation of IT projects have been clarified. It is determined that risk appetite should be considered as an integral set of IT project risk, which affects the achievement of the set goals: completion of the project in time, volume and budget that have been agreed. Risk tolerance defines acceptable limits for individual operational risks of the project. This will allow project participants to understand the limits of their authority and responsibility in risk management. A survey of project managers was conducted on their understanding of risk appetite and its use in project management. As a result, the most significant risks and the most used indicators and methods for establishing the risk appetite of IT projects were identified. This made it possible to generalize the experience of establishing and using risk appetite in IT projects. Also, based on the results of the study, an integrated risk appetite management system for the implementation of an IT project is proposed. This will allow balancing the permissible risk limits and the desired goals of its implementation during the implementation of the IT project. At the same time, an important place is occupied by taking into account the interests of stakeholders and their vision of the results, taking into account the risks. The findings reported here could make it possible to systematize risk management of IT projects and determine it as part of a single integrated project management process

Implementing QR codes in academia to improve sample tracking, data accessibility, and traceability in multicampus interdisciplinary collaborations.

The growing number of multicampus interdisciplinary projects in academic institutions expedites a necessity for tracking systems that provide instantly accessible data associated with devices, samples, and experimental results to all collaborators involved. This need has become particularly salient with the COVID pandemic when consequent travel restrictions have hampered in person meetings and laboratory visits. Minimizing post-pandemic travel can also help reduce carbon footprint of research activities. Here we developed a Quick Response (QR) code tracking system that integrates project management tools for seamless communication and tracking of materials and devices between multicampus collaborators: one school of medicine, two engineering laboratories, three manufacturing cleanroom sites, and three research laboratories. Here we aimed to use this system to track the design, fabrication, and quality control of bioelectronic devices, in vitro experimental results, and in vivo testing. Incorporating the tracking system into our project helped our multicampus teams accomplish milestones on a tight timeline via improved data traceability, manufacturing efficiency, and shared experimental results. This tracking system is particularly useful to track device issues and ensure engineering device consistency when working with expensive biological samples in vitro and animals in vivo to reduce waste of biological and animal resources associated with device failure.

Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies

The contemporary literature emphasizes a need to delve into how project management offices (PMOs) can be effectively operated in construction organizations by embedding integrated project management rather than relying on stand-alone project controls. However, capabilities for running high-performing PMOs in this complex industry are still unknown to this growing body of knowledge, which is considered a barrier to the realization of their full potential. To address this gap, the current research explores a factor structure for core capabilities using a cross-validation method with survey data from 395 experts in general contracting organizations. The results revealed that the five-factor measurement model encompasses constructs of competent human resources and supportive culture, strategic alignment, delivery support, knowledge management, and leveraging organizational capabilities. This study extends the current literature by establishing a new measurement model explaining the dimensionality of PMO capabilities.

A convolutional neural network for the resource-constrained project scheduling problem (RCPSP): A new approach

All projects require a structure to meet project requirements and achieve established goals. This framework is called project management. Therefore, project management plays an important role in national development and economic growth. Project management includes various knowledge areas such as project integration management, project scope management, project schedule management, etc. The article focuses on the resource-constrained project scheduling known as problem so- called the resource-constrained project scheduling problem (RCPSP). The RCPSP is a part of schedule management. The standard RCPSP has two important constraints, resource constraints and precedence relationships of activities during project scheduling. The objective of the problem is to optimize and minimize the project duration, subject to the above constraints. In this paper, we develop a convolutional neural network approach to solve the standard single mode RCPSP. The advantage of this algorithm over conventional methods such as metaheuristics is that it does not need to generate many solutions or populations. In this paper, the serial schedule generation scheme (SSGS) is used to schedule the project activities using an evolved convolutional neural network (CNN) as a tool to select an appropriate priority rule to filter out a candidate activity. The evolved CNN learns according to the eight project parameters, namely network complexity, resource factor, resource strength, average work per activity, etc. The above parameters are the inputs of the network and are recalculated at each step of the project planning. Moreover, the developed network has priority rules which are the outputs of the developed neural network. Therefore, after the learning process, the network can automatically select an appropriate priority rule to filter an activity from the eligible activities. In this way, the algorithm is able to schedule all project activities according to the given project constraints. Finally, the performance of the Convolutional Neural Network (CNN) approach is investigated using standard benchmark problems from PSPLIB in comparison to the MLFNN approach and standard metaheuristics.

Integrating Project Management, Software Development, and Knowledge Management Models: A Case Study in a Public ICT Services Organization

In project-based organizations knowledge is a critical resource used to develop and deliver products and services with a high level of quality. Therefore, a systematic and sustainable process is necessary to coordinate knowledge management, project management and product lifecycle. This scenario predominates in companies focused on the creation and maintenance of information systems. This article presents an exploratory study based on a framework that integrates cognitive, managerial, and operational processes in a public Brazilian organization that provides services in the area of information and communications technology, focusing on the construction and maintenance of information systems. Those processes are operationalized by three management models considering knowledge, project, and software development processes. Our proposal aims to understand the relationships between those three management models and their influence on the software development process in the organization under study. Our premise is based on the principle that cognitive management, project management, and software development management must be integrated to fulfill the demands of product development and service provision. The research data was composed of registers of working hours spent on software development and maintenance projects involving 244 people allocated to 5064 projects in the period from 2007 to 2013. The study resulted in the identification of the relationships among the three management models adopted by the organization, with emphasis on knowledge management activities, which were not directly identified, making it difficult to account for and measure them. We established a set of activities connected to each one of the knowledge management model phases. Since those activities were not visible before, our approach contributed to build a systematic process to register and relate activities linked to the dimensions of cognitive processes, project management, and software construction.

Study on project management in Portugal within the scope of the Portuguese Project Management Observatory

The Portuguese Project Management Observatory (PPMO), an initiative of the Portuguese Association of Project Management (APOGEP), is being developed by the University of Minho in partnership with other 17 Higher Education institutions. The main objectives of this research were to understand the tools and techniques most and least used by organizations, the use of agile methodologies, the maturity of each Project Management area, and success dimensions. The method selected for this study was a survey applied through an online questionnaire directed to Portuguese organizations. The results show that the most used Tools and Techniques are Kick-off Meeting, Progress Meetings, Project Work Description, Gantt Chart, and Activity List; and the least used are Monte Carlo Analysis, Decision Tree, Project Management Software for Simulation, Conferences for Bidding, and Parametric Estimation. Statistically significant differences were found between the use of various Tools and Techniques and factors such as gender, age, current position, education level, and activity sector. Agile methodologies are used in a large part of the respondents' organizations, however, no correlation was identified between the use of agile methodologies and the accomplishment of scope, time and cost of projects. The process identified as having the highest maturity is Definition of Activities in the Project Schedule Management area, followed by Project Execution in the Project Integration Management area, and the Schedule Development in the Project Schedule Management area. Customer Satisfaction is the KPI most used.

A Singular Environment: Featuring a Framework for Integrated Project Management

There's always been a need to improve everyone's work process to ease the productivity and effectiveness of project management. However, this task entails many mechanisms, which might take a lot of time and cause the main priorities to be overlooked. That's when open-source environment solutions came. This article explores the need for being able to gather all subject changes in scope, time, cost, and quality, among others. For that were explored open-source environments and selected the one that's most suitable for gathering all characteristics, supported by the eight domains of the most recent version of Project Management Body of Knowledge in its 7th version. Furthermore, this environment also intends to stay updated by supporting future trends such as sustainability, agility, risk, requirements, and benefits management. Thereby, this tool gives a singular way of managing projects in a way that improves performance and increases higher success rates by providing accurate information.

An integrated project management methodology under a social perspective in industrialisation projects

An integrated project management methodology under a social perspective in industrialisation projects

An integrated project management methodology under a social perspective in industrialisation projects

An integrated project management methodology under a social perspective in industrialisation projects

Evaluation of the Application the Sixth Requirement of Integrated Project Management Practices According to ISO 21502: 2020: A Case Study in the Engineering Construction Department

يهدف هذا البحث إلى التعرف على مستوى تطبيق ممارسات إدارة المشاريع المتكاملة على وفق المواصفة ISO21502: 2020 من أجل تحديد حجم الفجوة بين الواقع الفعلي لتطبيق البند السادس من المواصفة الخاص بممارسات إدارة المشاريع المتكاملة. تم اختيار نظام إدارة المشاريع في دائرة الإعمار الهندسي بوزارة الإعمار والإسكان والبلديات والاشغال العامة كعينة بحثية. تم اعتماد الأساليب الكمية والنوعية في جمع البيانات وتحليلها. إذ تم استخدام الطرق الكمية مثل الوسط الحسابي المرجح وقياس النسبة المؤية وقياس حجم الفجوة. بينما تضمنت الاساليب النوعية الزيارات والملاحظة الشخصية والوصول إلى المستندات والسجلات والمقابلات. تم جمع البيانات باستخدام قائمة الفحص التي اشتملت على خمسة أقسام وهي: الإعداد والتخطيط والتنفيذ والمتابعة وانتهاء انجاز المشروع. التي صممت بناءً على دورة حياة المشروع لتقييم تطبيق ممارسات إدارة المشاريع المتكاملة من أجل تشخيص مدى تطبيق بنود السادس للمواصفة. فضلا عن تحديد الأقسام التي نجحت في تطبيقها لتلك البنود. أهم النتائج التي توصلت لها هذه الدراسة هي أن هناك فجوة في مستوى التطبيق الفعلي للبند السادس من نظام ممارسات إدارة المشاريع المتكاملة في العينة المختارة. إذ وجد هنالك الفجوة في ثلاث مراحل أثناء تنفيذ البند السادس وعلى النحو التالي: (10٪) كانت في مرحلة التنفيذ، و (35٪) كانت في مرحلة الضبط، و (15٪) كانت في مرحلة الغلق. الانتهاء من مراحل العمل جميعاً. اما أهم الاستنتاجات فهي أن الدائرة المختارة لم تتبنَ إجراءات ضبط الجودة لتحسين الأداء. مما ادى الى تقليل فرص تحسين جودة العمل من حيث اكمال انجاز المشروع ضمن الوقت والتكلفة والجودة المحددة على وفق بند المواصفة.

Research on Teaching Practice System Based on BIM

Building information modeling (BIM) course is a subject course integrating project management course and BIM Technology. BIM-based engineering project teaching is different from traditional engineering project management. It has many advantages such as information creation, information management, digital management of information sharing, and so on, which improves the integration of project management as a whole. Therefore, it is crucial to improve the curriculum system of colleges and universities by setting up BIM courses, and to integrate BIM knowledge into the curriculum system. Setting up BIM courses and integrating BIM knowledge into the curriculum system have also been the highlight for colleges and universities. The engineering management major of the university is combined with the BIM curriculum system to adjust the relevant talent training plan. Foreign countries have gradually integrated BIM technology into the classroom teaching system, and domestic curriculum teaching is undergoing a reform and is under development. Through a systematic link between theory and practical education, a targeted, accurate, and efficient characteristic curriculum system for engineering management specialty has been developed.

Toward successful project implementation: Integration between project management processes and project risk management

This study aims to identify the primary aspects contributing to the project’s successful implementation by considering project risk management as a mediating component. The paper uses the survey methodology to examine the impact of project management processes (project start-up, planning, execution, monitoring and control, and closing the project) on successful project implementation by the arts of project risk management as a mediating variable. The study population consists of project managers employed by the Jordan Engineers Association, Jordan Construction Contractors Association, and King Abdullah Design and Development Bureau in Jordan, with a sample size of 96 project managers. A questionnaire was divided into three categories. The primary data were analyzed using the Partial Least Squares (3.3.3) software. The result shows that the arts of project risk management mediate the impact of project start-up, planning, execution, monitoring and control, closing, and management processes on successful project implementation. The findings recommend that integrated project management processes with project risk management could enhance the chances of successful project implementation for Jordanian project managers.

방위사업 통합사업관리시스템의 사용의도에 영향을 미치는 긍정적, 부정적 요인 연구

This study aims to analyze positive and negative factors determining the behavioral intention in using the Integrated Project Management System(IPMS), which is the main information system since 2009 regarding project management of defense acquisition. For this, an integrated research model was constructed with the factors from Information System Success Model, Knowledge Sharing Climate, UTAUT theory, Work Stress and carried out empirical study with IPMS users. As a result, it was verified that independent variable of Information System Success Model and Knowledge Sharing Climate affect the intermediary variables of UTAUT theory, subsequently to the behavioral intention. Among all factors, Effort Expectancy was the most dominant one so it was recommended that data standardization and other system revisions to be applied for the users in terms of easy access in timely manner. Besides, external system factors, Knowledge Sharing Climate and Work S tress, don't affect t he b ehavioral intention, which m eans a dditional efforts should b e taken into account to activate user intention in the involuntary environment.

Managing R&D and Innovation Projects: An Integrated Conceptual Model for Technology Transfer

Projects start with an idea, which is deployed into a set of actions to deliver expected or foreseen outcomes, and they should be carried out in a cohesive and unified context. In this paper, contributions are devised to integrate project management and technology transfer practices to drive the transformation of knowledge into innovation within the scope of research and development projects at universities and research laboratories or centers. These contributions are presented in the form of a conceptual model that includes three interrelated groups. The first group is focused on project ideas’ definition and selection, the second group on project management, and the third group on knowledge and technology transfer, these groups are supported by improvement, innovation and project management guidelines and standards. To obtain insights to define the model, quantitative and qualitative methods have been used and the data was processed using content analysis and descriptive and inferential techniques meant to ensure the complementarity of the data to obtain a holistic understanding of the practices under analysis. The approach was exploratory and descriptive, but also analytical in the sense that it states the issues at stake to support project management and technology transfer.

Integrated Project Management Framework for Green Buildings

With the increasing problem of environmental issues and growing concern over climate change, sustainable / green building construction is gradually put forth globally. However construction of green buildings still encounters barriers as there is a lack of proper project management framework for such projects. For this certain factors have been identified based on the literature review of previous research papers and then a questionnaire if formed in accordance with these factors. Response of the questionnaire is taken from 35 industry experts (project managers, architects, engineers, construction manager etc.) with the aim to identify the degree of influence of these factors on the success or failure of managing green building projects. Findings of this study are the guidelines which are formulated for the project management of green buildings. Keywords: Project management, Sustainable Development, Green Building, Green Building Rating System, Sustainability Indicators and Integrated Management.

Framework for Computerizing the Processes of a Job and Automating the Operational Management on Site—A Case Study of Demolition and Reconstruction Construction Site

With regard to the topic of digitization for operational site control, it is clear that while there is an acceleration towards digitization of processes, especially complex ones, there are still clear research gaps to be filled. The present study is part of this line of research and aims to respond to the current demand for digital and sustainable innovation of production processes. It, therefore, aims at defining a framework for the management of an order that takes place in real time. In order to improve the quality of information and organizational processes of an order in a project-oriented logic, a framework has been created: Model Smart Management. The framework integrates project management techniques with digital innovation tools and includes a computerized procedure to monitor and control the operational management of the site: SmartApp. In order to allow the interoperability of information, the platform can be used entirely in the cloud. From the processing of data in the planning phase, ad hoc checklists are developed that include a series of activities closely related to each other to ensure a continuity step by step, allowing users to have an immediate control of the project and of the relevant key performance indicators thanks to an advanced and fully customizable reporting. SmartApp, integrated with a cloud computing system, makes computerized and automated the operational control on site, creating a centralized archive of all company data, reducing time and costs for the management of documentation. Moreover, with the omnichannel system, paper documents are managed and archived through QR-code, optical character recognition on smart devices, so as to achieve a regime of maximum efficiency. This framework was then applied in a case study located in L'Aquila, Italy, represented by a post 2009 earthquake demolition and reconstruction site.

Enhancing the quality of project management through action research

PurposeThe article brings the quality characteristics of action research to project management and explores how these quality characteristics of well-designed and executed action research can inform and enhance the practice of project management.Design/methodology/approachA reflective paper.FindingsThe article identifies five imperatives in bringing together action research and project management. The authors argue that project management may be conducted in a manner that is rigorous, reflective and relevant.Research limitations/implicationsThe integration of project management and action research is not empirically described. Therefore, researchers are encouraged to test and further develop the model in relation to the design and management of projects.Practical implicationsPractical questions are posed for implementation.Social implicationsThe integration of action research and project management is a collaborative venture and the engagement imperative emphasizes that collaboration.Originality/valueBy bringing together action research and project management the article integrates five imperatives: design, engagement, improvement, action and research and quality characteristics of action research to enhance project management as rigorous, reflective and relevant.