Project Management Body Of Knowledge Research Articles

Analysis of the Effect of Time and Cost Performance Risk of Toll Road Project Based on the Principle of Project Management Body of Knowledge

Toll road facilities are needed by the community to improve economic standards with adequate mobility. Toll Road Projects often have delays in the implementation schedule which results in increased project costs. This study aims to determine the effect of the risk of increasing costs on toll road projects caused by delays in project implementation time based on PMBOK guidelines. This research is based on the object of the Japek II Selatan Package III Toll Road project and studies journal literature, surveys, and questionnaires using the SEM Smart PLS program. The effect of risk on cost performance is variable due to the lack of project land readiness. Based on project data from the contract, it was supposed to be completed in December 2020 but was pushed back to mid-2024 estimates. The effect is due to an increase in costs, with a percentage of 2%; in this study, the factor of implementing K3 Projects is in the form of work accident costs. The analysis of SEM PLS shows the effect of time and cost performance on the Planning and Implementation of land readiness indicators, unit price increase, project K3 implementation, and risk management implementation. The study concludes that the risk of increasing costs includes poor planning, which is hampered by land readiness and results in delays in implementation time and year differences that cause changes in material unit prices, resulting in an increase in project costs. Risk Management, as stated in the PMBOK guidelines on Toll Road Projects, must be implemented to reduce the impact of the risk of increasing project costs.

ANALYSIS OF THE FUNCTIONS OF PROJECT MANAGEMENT INFORMATION SYSTEMS – TRADITIONAL APPROACH

Project management information systems in enterprises help managers to manage, improve and track the progress in the implementation of projects from their conception to the achievement of results. The article reviews the literature and presents the most commonly used applications for storing, organizing and controlling project information in accordance with the traditional approach to project management. The authors analyzed the possibility of implementing the processes and achieving the results defined for them, presented in the Project Management Body of Knowledge, by means of five selected project management information systems. On the basis of the obtained results of research conducted on a group of Project Managers, conclusions were formulated, also indicating directions for further research.

АДМІНІСТРАТИВНИЙ МЕНЕДЖМЕНТ В УПРАВЛІННІ ІНВЕСТИЦІЙНИМИ ПРОЄКТАМИ

The purpose of the article is to study the impact of administrative management on the implementation of projects in investment activity. Administrative management acts as an organiser of project activities in the investment sphere. The authors have analysed the algorithm of administrative management and identified its components that should be applied in the practice of investment activity. The research methodology used was a systematic approach and a structural analysis, as well as the method of comparison. The process of administrative management of an investment project has been presented as a sequence of steps or stages, which include planning, organisation, execution and control. A general outline of this process is provided hereunder. This process can be iterative, with changes and adjustments made at different stages of the project depending on changes in internal and external conditions. The main goal of investment project administration is to ensure the efficient use of resources and the achievement of project goals. Developing an investment project charter is an important step in the process of project preparation and implementation. The charter is a document that formalises the main aspects of the project, its goals, terms and conditions, and the procedure for its implementation. Here are some key elements that are usually included in an investment project charter: project name and description; goals and objectives; management structure; budget and financial terms; implementation schedule; implementation conditions; reporting and monitoring system; termination conditions. An analysis of the investment project and business plan is provided in the article. Administrative management in the investment projects management includes the use of various tools and methods to ensure effective planning, organisation, control and implementation of projects. Key administrative management tools that can be used to manage investment projects are as follows: SWOT analysis; PESTLE analysis; Gantt chart; RACI responsibility matrix; project management methodologies are: Methodologies such as PMBOK (Project Management Body of Knowledge), PRINCE2 (Projects in Controlled Environments), Agile, Scrum; customer relationship management systems (CRM); financial analysis and control.

A proposed integration of the event and project management body of knowledge

The concept of an established international body of knowledge implies being updated with a respected good standing. The EMBOK (event management body of knowledge) may have some limitations in need of an update to be clearly distinguished. EM (event management) need a special kind of management considering the scope of the event industry with unfortunate event failures. The comprehensive nature of any body of knowledge (BOK) study led to a pre-study with respect to a conceptual integrated exploratory methodology. This provided the freedom to move outside conservatism to relate ideas, notions, theories, impressions and abstractions to the problem. The purpose was therefore not to obtain a final account but to propose a well-defined hypothesis for further studies. The conceptual data less structured casual observation, and an overview of secondary sources and literature. The overall exploratory study indicates a need for the update of the EMBOK also by means of the PMBOK (project management body of knowledge) or a synthesised event-project management framework (E-PMBOK).

Information systems project management practice in Portugal - looking at the past to perspective the future

The study of Information Systems Project Management (ISPM) practice is fundamental for developing knowledge in this field. Over the past few years, several studies have been conducted in organizations by professionals and academics to identify approaches, processes, tools, and techniques, among other relevant aspects of project management practice. The use of these practices can be related to various factors, such as trends in the world of work or even the cultural context. In this way, an insight into the context of a given region can support actions to improve ISPM practice and raise success rates in information systems projects. This paper presents the results of a systematic literature review that seeks to synthesize how project management on information systems is practiced in Portugal and identify opportunities for developing the project management body of knowledge.

Environmental Risk Assessment of Hydrocarbon-Rich Sludge of a Gas Refinery Using the Integrated Approach of PMBOK Standard Risk Management and FMEA Technique: A Case Study

Background: The present study aimed to assess the potential hazards of hydrocarbon-rich gas refinery sludge from the South Pars Gas Complex-First Refinery, Iran, and to analyze how these risks could impact the project goals based on the Project Management Body of Knowledge (PMBOK) guidelines. Methods: Statistical population of this analytical, cross-sectional survey was 31 health, safety, and environment (HSE) experts from the study refinery selected by purposeful sampling. Environmental, health, safety, and technical risks were categorized and identified using the PMBOK guidelines. Delphi method and 5-point Likert scale questionnaire were employed to assess the significance of each risk. Priority one risks within each category were determined using Primavera Risk Analysis version 8.7 software. Results: Following three Delphi steps, 17 out of 77 primary risks were identified and finalized. The first rank with the highest weight corresponded to time and cost group (the risk of soil contamination via sludge stored in the burn pit due to aliphatic and aromatic hydrocarbons), human resources group (radioactive materials accumulated on the inner surfaces of pipes, valves, pumps, heat exchangers, tanks, boilers and other equipment and the risk of these materials being hazardous for human health), and quality group (failure to supply equipment and quality control systems and personal protective equipment). Conclusion: The research findings pinpointed 17 risks within various domains, encompassing time and cost, human resources, quality, contract, scope, and communication. These identified risks necessitate a comprehensive, integrated approach to risk management for effective mitigation and resolution.

Agile adoption challenges in insurance: a systematic literature and expert review

The drawback of agile is struggled to function in large businesses like banks, insurance companies, and government agencies, which are frequently associated with cumbersome processes. Traditional software development techniques were cumbersome and pay more attention to standardization and industry, this leads to high costs and prolonged costs. The insurance company does not embrace change and agility may find themselves distracted and lose customers to agile competitors who are more relevant and customer-centric. Thus, to investigate the challenges and to recognize the prospect of agile adoption in insurance industry, a systematic literature review (SLR) in this study was organized and validated by expert review from professional with expertise in agile. The project performance domain from project management body of knowledge (PMBOK) was applied to align the challenges and the solution. Academicians and practitioners can acquire the perception and knowledge in having exceeded understanding about the challenge and solution of agile adoption from the results.

Methodological proposal for the integration of agile methodologies and PMBOK

Proper project management is a constant need faced by most organizations worldwide. There is a growing focus on combining PMBOK practices with agile principles, creating a hybrid approach that leverages the best of both worlds. In this sense this paper proposes to deepen and combine the most effective elements of the Project Management Body of Knowledge (PMBOK®) with the agile approach to project management. This is done taking into account that an adequate project management will allow aligning the organization's objectives and generating value for all parties involved. As a result, it is expected to obtain optimal conclusions from the development of the project and achieve the best results from the application of AGILE+ PMBOK® best practices. This will serve as a proposal for other organizations in the sector to continue evolving their management practices.

A new taxonomy of global software development best practices using prioritization based on a fuzzy system

AbstractEffective management of development projects is crucial to delivering high‐quality software within time and budget constraints. However, organizing geographically distributed software development activities presents unique challenges, including difficulties in face‐to‐face interaction and coordination. To assist the global software development community in updating and developing new project management techniques, identifying and prioritizing best practices is essential. This study aims to develop a taxonomy based on the prioritization of management practices for software development, drawing from empirical data. Fifty‐five best practices associated with the Project Management Body of Knowledge (PMBOK) fields were identified from the existing literature. The study also empirically examines the acceptability and relevance of these practices within the industry. An analytic hierarchy process within a fuzzy system is employed to prioritize these practices based on their importance in managing global software development.

Agile adoption challenges in insurance: a systematic literature and expert review

The drawback of agile is struggled to function in large businesses like banks, insurance companies, and government agencies, which are frequently associated with cumbersome processes. Traditional software development techniques were cumbersome and pay more attention to standardization and industry, this leads to high costs and prolonged costs. The insurance company does not embrace change and agility may find themselves distracted and lose customers to agile competitors who are more relevant and customer-centric. Thus, to investigate the challenges and to recognize the prospect of agile adoption in insurance industry, a systematic literature review (SLR) in this study was organized and validated by expert review from professional with expertise in agile. The project performance domain from project management body of knowledge (PMBOK) was applied to align the challenges and the solution. Academicians and practitioners can acquire the perception and knowledge in having exceeded understanding about the challenge and solution of agile adoption from the results.

Scaled Agile Method Design: Case Study of a SaaS Company in Indonesia

Improving team coordination for optimal performance is one of the main challenges that organizations encounter when scaling their Agile practices. Therefore, numerous companies encounter difficulties in achieving their desired performance due to this challenge. This study aims to address the challenge by proposing a new project management method design for a Software as a Service (SaaS) company in Indonesia with ineffective project management, using a scaled Agile approach. This paper contributes to providing insight into the implementation of scaled Agile method design in an organization. The research follows qualitative methods based on the Design Science Research (DSR) methodology and the eight domains of the Project Management Body of Knowledge (PMBOK), comprising six phases and two iterations. The first iteration involves projecting the current state of the company's activities and resulting in a proposal for a new project management method. The second iteration involves developing and evaluating the proposed method against the PMBOK standard. According to the findings, there are two domains that align with PMBOK and project management in the firm, namely the Stakeholder and Cycle Performance Domains. Team Performance, Development Approach, and Life Planning Performance Domain, Project Work Performance Domain, Delivery Performance Domain, Measurement Performance Domain, and Uncertainty Performance Domain are the other domains that do not suit the standard. Adequate efficient training for team performance, fostering collaboration among team members building corporate culture, and aligning company business processes with Agile methods are essential to overcome some inconsistent results.

Application Failure Mode Effect Analysis for Risk Management in New Costumer Acceptance Project in Garment Industry with approaching Project Management Body of Knowledge

Purpose: This research aims to identify risks at the time of fulfillment of the requirements set by the customer and determine their mitigation.
  
 Method: In order to achieve the goal, researchers use the PMBOK approach that focuses on risk management by creating WBS and RBS. From the existing risks assessed using the FMEA method by conducting a survey to get the S, O and D values then calculating the RPN. 
  
 Result: the highest RPN value in this study is 330 at risk 5.2. The understanding of PIC system and procedures in making the system, based on the result of brainstorming is decided that the mitigation is recruiting employee who is experienced in applying BSCI and factory evaluation audits due to the unavailability of employees who will become PIC compliance.    

ПРОЦЕС УПРАВЛІННЯ РИЗИКАМИ В ІТ-ПРОЄКТАХ

The purpose of the article is to study the process of project risk management and develop recommendations for its adaptation for IT projects. In the sphere of project management in the formation of project risk management process most often relies on international standards. The article presents an overview of the process of project risk management according to the standards: Project Management Body of Knowledge (PMBOK), International Organisation for Standardisation (ISO); Projects in Controlled Environments (PRINCE2). It is determined that the presented standards are sufficiently structured and can be applied to risk management in various projects, including those in the field of information technologies. The peculiarities of the risk management process in IT projects in accordance with the Microsoft Solutions Framework methodology are disclosed. It focuses on the formation of risk management process in projects in accordance with the Risk Management Maturity Model; Capability Maturity Model Integration (CMI); Maturity Level of Risk Management in IT Projects. IT projects have specific characteristics, and market competition, customer requirements, rapid development of technologies, team qualification – all this requires adaptability to the formation of the risk management process. When forming a risk management process in IT projects, especially in IT startup projects, the choice of a standard, methodology, or a combination of them (individual sections) should take into account the specifics of the project, project team, management, corporate culture, segment and market conditions, stakeholders, qualification of specialists engaged in risk management. In order to improve the effectiveness of risk management in IT projects, it is recommended that IT companies create structural and infra-red elements of risk management, namely: to attract risk management specialists; to develop job descriptions that define their functional duties and responsibilities; to develop corporate standards for risk management.

Pentingnya Implementasi Manajemen Waktu di Dunia Konstruksi

Work completion time is one of the main factors of successful implementation in a construction project. A job that experiences delays in completion on a project will greatly impact the budget that has been planned before. Not only in cash flow but can also result in unwanted cost overruns. Time management is an essential part of any project activity, where time is one of the resources for work that must be managed properly and efficiently. The potential for waste and project failure will be more likely to occur without good time management. Therefore, there is a need for time management on well-managed projects. In this study, we will discuss how time management in the project, what important things are in time management on the project and investigate what obstacles are often encountered in project control. The method used in this study is qualitative research methods with descriptive analysis techniques and using library research. The result of this study is that we can find out what are the scopes in time management on projects, where the discussion refers to PMBOK (Project Management Body of Knowledge).

A Comparison of the Project Management Methodologies PRINCE2 and PMBOK in Managing Repetitive Construction Projects

Nowadays, companies employ various project management (PM) methodologies to ensure that their projects are effective and successful. It is worth knowing that differences in principles and processes of PM methodologies influence the use of different PMs in managing non-repetitive and repetitive construction projects. This paper presents the selection and application of a rational construction PM methodology to a repetitive construction project after a comparison of two PM methodologies, namely Project Management Body of Knowledge (PMBOK) and Projects IN Controlled Environments (PRINCE2). The object of this study is a repetitive anti-corrosion works project for steel structures conducted at Company X. The research was carried out in two steps. First, a quantitative survey of the respondents from companies involved in the management and execution of construction projects was conducted with the aim to identify a rational approach to construction PM. The questionnaire consisted of fourteen closed-ended questions, six of which were generic and eight were PMBOK- and PRINCE2-specific questions. Companies that took part in the quantitative study identified the PRINCE2 project management approach as the most suitable for managing a repetitive construction project. Using the PRINCE2 PM methodology, the repetitive construction project would aim to provide as much information as possible to the project participants, form a team and assign team leaders responsible for the phases, establish a financial plan, a detailed timetable for the execution of the works, a quality control plan, and a plan of responsible persons, and detail the technological sequencing of the works. Second, a quantitative study on the selection of a rational construction project management approach for a repetitive construction project was pursued, and a qualitative assessment of construction project monitoring trends and actions was conducted. The qualitative research was performed using a structured interview method and asking the representatives of different companies X, Y, and Z the same 15 questions. The results of the qualitative research showed that a successful PM depends on the size of the project team, the PM tools and methodologies used, the PM philosophy, and the frequency of monitoring and discussing the project progress.

Towards a New Paradigm of Project Management: A Bibliometric Review

The advent of the Fourth Industrial Revolution (4IR) has triggered a digital transformation across several industries, including the project management (PM) profession. To achieve competitive advantages, construction industry employers must now utilise technology and data for strategy development, project execution, and delivery. This study reviews the concept of PM through research published on the Elsevier Scopus database from 2010 to date using a sequence of bibliometric analyses. Keywords such as “project management” AND “project management tools” AND “project management techniques” AND “construction industry” AND “built environment” were used for article extraction. VOSviewer, a text-mining tool, was used to analyse the bibliometric connection in PM research within the built environment discipline. Through the sequencing of cluster analysis, the findings revealed that research focus is placed on sustainable development (SD), construction safety (CS), engineering education (EE), project management stakeholders (PMS), risk management (RM), and building information modelling (BIM). More so, the current research focus in PM studies is tending towards knowledge management (KM) and construction innovation (CI). Based on a critical review of extant literature, very few studies have bibliometrically analysed and visualised PM studies. This study sets out to fill this gap by examining the key areas of concentration in published works on the PM concept from 2010 to date. Despite the valuable contribution of this study to the PM body of knowledge, generalisations of the results must be made cautiously due to the use of a single database, which in this case is Elsevier Scopus.

РОЗВИТОК СТАНДАРТІВ З УПРАВЛІННЯ ПРОЄКТАМИ: МІЖНАРОДНИЙ ДОСВІД

The article examines the main international standards for quality management and configuration management in projects. The most widespread standards were analyzed, namely: PMBOK (A Guide to the Project Management Body of Knowledge) – a body of knowledge on project management, developed by the Project Management Institute (PMI); ISO standards (ISO 10006:1997 Quality management – Guidelines to quality in project management – standard for quality in project management, ISO 21500:2012 Guidance on project management – standard for project management, ISO 21500:2021 Project, program and portfolio management – Context and concepts – the main profile standard, which is a comprehensive guide to the use of the ISO 21500 series of standards); Prince 2 and PRINCE 2 Agile – a standard method of effective project management developed by the CCTA (Central Computer and Telecommunications Agency); IPMA - standards of the International Project Management Association. International Project Management Association; OPM 3 (Organization Project Management Maturity Model) – a model of Organizational Project Management Maturity; P2M (from Project and Program Management for Enterprise Innovation) is a Japanese approach to managing complex projects of implementing innovative technologies at the enterprise level in an unstable environment. An analysis of the evolution of PMBOK international standards from the 1st edition of 1996 to the 7th edition of 2021 was carried out, which was characterized in detail and presented the relationship between project management principles and areas of project effectiveness according to PMBOK 7th edition. ISO standards are considered and the main ones related to project management are characterized. The standard method of effective management of Prince 2 and PRINCE 2 Agile projects is studied and the main principles on which they are based are given. The main evolutionary transformations of the IPMA standard from 1965 to 2015 are characterized. Appropriate conclusions have been drawn.

Online technological STEM education project management.

With a strong demand for online education and project management in deeper scope and larger scale to better fit COVID-19 pandemic situation, exploring new knowledge of online education to make it more effective became vital with the new challenges of STEM education. To resolve the above problem, this paper focuses on various aspects of online STEM education project management where the Enhanced Noyce Explorers, Scholars, Teachers (E-NEST) three-tiered structure was implemented during the COVID-19 period. Two City University of New York (CUNY) institutions, New York City College of Technology (City Tech) and Borough of Manhattan Community College (BMCC) used the three-tiered structure referred to as Explorer, Scholar and Teacher which incorporated advancements in teaching internships, professional development workshops and mentorships remotely. Built upon the theories of engagement, capacity and continuity (ECC) and team-based learning (TBL), this remote learning model and infrastructure had a positive impact on STEM education and project management. The technological tools utilized included Zoom, Google Meet, Microsoft teams, Blackboard Collaborate Ultra, Skype and SurveyMonkey. The results from qualitative and quantitative data including project evaluation, online surveys and focus group interviews demonstrate that the modified remote learning and management tools were effective. This indicated that the E-NEST model greatly supported student success and faculty in online learning and project management meetings. The E-NEST STEM education project was compared to two other project management models along with the previous NEST curriculum. Faculty emphasized practicing project management proactively and utilized best practices of classroom and time management consistent with Project Management Body of Knowledge (PMBOK) and Project Cycle Management (PCM) guidelines. The comparisons attest that the E-NEST project developed excellent and innovative online platforms for student learning with project management and ECC and TBL applications. Hereafter, this research can be used to constructively develop more online STEM education learning models and platforms and integrate new practice and technology globally. These ideas can contribute to future research that could be applied internationally to STEM education projects in K-12 and higher education institutions.

Lord of the Flies in Project-Based Organizations: The Role of Passive Leadership on Creativity and Project Success

This study examines the role of passive project leadership in project success. The article deduces a theoretical model implying that passive project manager leadership behavior affects the success of information technology projects, directly and indirectly, via employees’ creativity. Self-regulation is proposed as a mitigating factor to minimize the destructive effects of passive leadership on creativity. The current study is based on a quantitative research design. A time lag design was used to collect data from 347 respondents working on information technology projects in Pakistan. SmartPLS was used for data analysis. The findings demonstrated that although passive leadership appears in flat organizations, it can have a negative impact on project success via creativity. Additionally, if the person is self-regulatory, it will not alter the results. The study added to the project management body of knowledge by confirming that a strong leadership role, instead of a passive one, is essential to boosting the creativity of project personnel. A passive leader remains inactive during situations where a strong leader is needed; however, self-regulation on the part of employees proved insufficient to propel a project toward success.

Sustainable Environment to Prevent Burnout and Attrition in Project Management

Project teams often fight to find a balance between the triple restrictions of money, scope, and schedule to deliver excellent products or services. The dual goal of realising benefits and satisfying the needs of stakeholders drives this conflict. It is possible that the climate and pace of the project will not be able to keep up with the increased demand for the deliverables, which will lead to burnout among project members and possibly attrition for the team. In this work, we analyse the factors that lead to project settings that are not sustainable and provide solutions to address the problem. The reading of 28 pieces of literature relating to project management in the information technology (IT), construction, energy, and health sectors is required to accomplish this goal. The results of the review are tabulated and mapped to the process groups and knowledge areas outlined in the 6th edition of the Project Management Body of Knowledge (PMBOK). This is done based on the Project Management Institute (PMI). According to the findings, increasing focus on the Project Resource Management knowledge area, which interacts with the Planning and Executing process groups, is necessary for the development of an environment that is environmentally sustainable. Plan resource management, develop teams, and manage teams are three processes that are included in these categories and fall under the category of being particularly significant. The next most important area of expertise is project communication management, which is followed by project schedule management.