Project Management Capabilities Research Articles

Asana and Trello: A Comparative Assessment of Project Management Capabilities

Project management tools are essential for streamlining project management activities and providing a variety of functionalities to assist organizations in executing projects efficiently. The selection of an appropriate tool is crucial, given the many options available in the market. This scholarly article employs a comparative analysis methodology to scrutinize two prominent project management tools, Asana and Trello. The aim is to assist companies and organizations in making informed decisions based on their specific needs. The comparative analysis delves into the strengths and weaknesses of Asana and Trello, assessing their features, functionalities, and suitability in the context of knowledge management areas. Both tools are evaluated for their capability to address project management challenges and improve organizational processes. The study concludes that the choice between Asana and Trello hinges on factors such as project scale, organizational requirements, and the preferred level of complexity. With its comprehensive features, Asana emerges as ideal for larger, agile-oriented projects. In contrast, Trello's simplicity and user-friendly interface suit relatively smaller projects well. This analysis provides valuable insights for organizations to align their project management tools with specific project conditions, facilitating optimising project execution processes to meet their unique goals and requirements. In terms of features, Asana outshines Trello by providing a more extensive range of functionalities that effectively support the mapping of knowledge management areas.

Streamlining marketing activities: essential tools for organizational success

The object of this research is the role of organizational tools in enhancing the efficiency, productivity, and overall performance of marketing teams. Despite the immense potential of organizational tools to revolutionize marketing operations, many teams fail to take full advantage of their benefits. This is due to a combination of factors, including lack of awareness, where a significant proportion of marketing teams are unaware of the vast array of organizational tools available and their potential to improve productivity. And a lack of training, where even when teams are aware of these tools, they often lack adequate training or guidance on how to integrate and use them effectively. And cost concerns, where the perceived high cost of organizational tools often deters teams from investing in these technologies. The research indicates that organizational tools provide significant benefits to marketing teams, including improved efficiency through task automation, streamlined workflows, and centralized information access, as well as enhanced productivity through improved collaboration, data-driven decision-making, and project management capabilities. Effective marketing efforts supported by organizational tools can boost performance, resulting in improved customer engagement, increased ROI, and overall business growth. This paper aimed to provide marketing teams with a comprehensive insight into the benefits and applications of organizational tools. It is examined the wide range of organizational tools available and provides guidance on selecting the most appropriate tools to meet specific marketing needs. In addition, the paper addressed common challenges that marketing teams face in adopting and maximizing the effectiveness of organizational tools.

Municipal and Urban Renewal Development Index System: A Data-Driven Digital Analysis Framework

Urban renewal planning and development are vital for enhancing the living quality of city residents. However, such improvement activities are often expensive, time-consuming, and in need of standardization. The convergence of remote sensing technologies, social big data, and artificial intelligence solutions has created unprecedented opportunities for comprehensive digital planning and analysis in urban renewal development and management. However, fast interdisciplinary development imposes some challenges because the data collected and the solutions built are defined piece by piece and require further fusion and integration of knowledge, evaluation standards, systematic analyses, and new methodologies. To address these challenges, we propose a municipal and urban renewal development index (MUDI) system with data modeling and mathematical analysis models. The MUDI system is applied and studied in three circumstances: (1) at regional level, 337 cities are selected in China to demonstrate the MUDI system’s comparable analysis capabilities on a large scale across cities; (2) at city level, 285 residential communities are selected in Xiamen to demonstrate the use of remote sensing data as key MUDIs for a temporal urban land change analysis; and (3) at the level of residential neighborhoods’ urban renewal practices, Xiamen’s Yingping District is selected to demonstrate the MUDI system’s project management capabilities. We find that the MUDI system is highly effective in municipal and urban data model building through the abstraction and summation of grid-based satellite and social big data. Secondly, the MUDI system enables comprehension of the high dimensionality and complexity of multisource datasets for municipal and urban renewal development. Thirdly, the system is applied to enable the use of the newly developed UMAP algorithm, a model based on Riemannian geometry and algebraic topology, and the carrying out of a principal component analysis for the key dimensions and an index correlation analysis. Fourthly, various artificial intelligence-driven algorithms can be developed for urban renewal analyses based on the MUDIs. The MUDI system is a new and effective method for urban renewal planning and management that can be flexibly extended and applied to various cities and urban districts.

The Application and Research of Translation Studios in the Development of MTI at Polytechnic University

As exchanges with the global community continue to increase, the translation field presents significant challenges that capture the attention of researchers. The new era demands a reform in the traditional approach to cultivating translation talents. Particularly, the form and quality of practical teaching need improvement to adapt to the changing demands of the market. University translation studios can to some extent compensate for the shortcomings of traditional classroom teaching and workshop-style practical training at Polytechnic University. Taking the author's own university as an example, this paper explores the significance, feasibility, and operational model of the university translation studio. The paper concludes that the purpose of the university translation studio is to enhance students' translation skills, application of translation techniques, project management, professional demeanor, task handling, and teamwork capabilities. This kind of studio elevates the ability of both faculty and students to serve the local community and society, thereby making a positive contribution to the comprehensive development of the North China Electric Power University's Master of Translation and Interpreting program.

Building Information Modeling—Empowering Construction Projects with End-to-End Life Cycle Management

The construction industry has been significantly transformed by the implementation of Building Information Modeling (BIM), which has facilitated extensive project management capabilities across the entire life cycle. Notwithstanding its advantages, there exist certain limitations that hinder its extensive implementation. This study aims to investigate the disparities related to the adoption of Building Information Modeling (BIM) by conducting a thorough analysis of factors such as data interoperability, standardization, collaboration, skill gaps, and resistance to change. The data were collected through a preliminary pilot survey and a primary questionnaire. The collected data were then subjected to analysis using two statistical techniques: Exploratory Factor Analysis (EFA) and Partial Least Squares Structural Equation Modeling (PLS-SEM). This study reveals noteworthy associations between the adoption of Building Information Modeling (BIM) and several crucial factors, including Continuous Integration (CI), Monitoring and Control (MC), Project Management (PM), Resolution and Performance (RP), Structural Management (SM), Sustainability Administration (SA), and Value Management (VM). This study provides valuable insights for professionals and policymakers, offering recommendations to enhance the implementation of Building Information Modeling (BIM) and advocating for additional research on complementary factors. Through the identification and subsequent resolution of recognized shortcomings, Building Information Modeling (BIM) can be employed in a proficient manner to augment collaboration, mitigate costs, optimize energy efficiency, and implement sustainable construction methodologies. The present study makes a substantial contribution to the progress of Building Information Modeling (BIM) adoption and the efficient management of construction project life cycles.

Hybrid Scrum-XP: A Proposed Model based on Effectiveness of Agile Model on Varieties of Software Companies in Bangladesh

The Agile Methodology is a term which refers to a method of software development that is incremental and iterative in nature and is used to manage and incorporate constantly changing needs. This entails decomposing the entire development process cycle into a series of tasks. The process is further divided into a number of sub-tasks, each function is independently. The Agile Development technique, which is a popular and growth-oriented strategy, provides not only speedy project delivery, but also software responsiveness, which leads to total corporate growth and agility. The organization's project management capabilities and performance are improved through the adoption of Agile practices. In their business, the companies employ Agile methods. As a result, the goal of this study is to see how effective agile approaches are in Bangladeshi software organizations. A survey of established software companies in Bangladesh is being conducted to accomplish the objective. The Scrum and XP agile technique is the most widely used according to the findings. It is proposed that Scrum and the XP model be combined to achieve maximum effectiveness and overcome their respective limits.

An Exploratory Study on Two-Dimensional Project Management Maturity Model

Based on the analysis of the existing project management maturity models and software capability maturity models, this study proposes a novel two-dimensional project management maturity (TPMM) model, which emphasizes the project business management (PBM) and information technology application (ITA) simultaneously. It is the first to present the TPMM concept with PBM maturity and ITA maturity, and the first to evaluate ITA maturity based on the 49 processes of PMBOK. After the PBM and ITA maturities of 49 management processes are obtained using an expert evaluation method, the two-dimensional maturity of the knowledge area and enterprise layers can be calculated by statistical method. The comparison of maturities at three layers and two dimensions is helpful for enterprises to find problems in PBM and ITA, and to find the right direction for advancement. It is also helpful for enterprises to take corresponding improvement measures. The integrated framework provides a new perspective on improving the efficiency and capability of project management through positive cycle development between PBM and ITA. The application case sets an example for other enterprises to improve their project management capability and efficiency along a maturity ladder.

Integrirovannye sistemy cifrovogo upravleniya proektami kak instrument realizacii strategij kompanii: istoriya i sovremennost'

Project management capabilities affect not only the process of forming a development strategy, but also the methods of managing innovative and strategic development. The novelty of the research lies in structuring ways to improve the efficiency of enterprise project management, taking into account project constraints. To achieve this goal, the authors consider it necessary to analyze the features of project management of the enterprise.

Impact of Pandemic SARS COVID-19 on Different Construction Project Management: Problems and Solutions.

This study discusses risk management strategies caused by pandemic-related (Covid-19) suspensions in thirty-six engineering projects of different types and sizes selected from countries in the middle east and especially Iraq. The primary data collection method was a survey and questionnaire completed by selected project crew and laborers. Data were processed using Microsoft Excel to construct models to help decision-makers find solutions to the scheduling problems that may be expected to occur during a pandemic. A theoretical and practical concept for project risk management that addresses a range of global and local issues that affect schedule and cost is presented and results indicate that the most significant delays are due to a lack of good project risk management skills and remote project management capability which is exacerbated by shortfalls in technical development and information technology.

On the Importance of Project Management Capabilities for Sustainable Business Process Management

In a recently published study on business process management (BPM) capabilities in the view of digitalization, project management was not named as a core capability by the corresponding Delphi panel. However, earlier (pre-digitalization) research suggests that project management is a key success factor for BPM. This contradiction could have severe impact with regard to the sustainability of process management. This article uses qualitative case study data to discuss potential reasons for this contradiction and to answer the question of how important project management is for contemporary BPM. As both traditional and agile project management knowledge was employed in the case study, results indicate that project management is indeed helpful for BPM, especially for discrete process change. Practitioners should consider project management knowledge when staffing business process optimization and digitalization initiatives. Research should develop a deeper understanding of agile and traditional project management as antecedents to sustainable BPM success and as BPM capabilities.

Factors influencing the moving up the value chain by Indian IT service organisations

Indian information technology (IT) service organisations that were providing low value-added services are moving up the value chain of IT services to overcome threats of competition and automation. The purpose of this study is to evaluate the impact of Indian IT service organisations' capabilities on moving up the value chain. Using a resource-based view perspective, this research examines the influence of the service provider's capabilities on moving up the value chain. The research was conducted by collecting responses from 188 employees of Indian IT service organisations. The data were analysed using structural equation modelling. The study shows that the service provider's capabilities, namely, relationship management capability, project management capability, domain understanding and IT advancement positively impact service quality and innovativeness. The service provider's service quality and innovativeness, and the absorptive capacity of the client enhance the effectiveness in moving up the value chain.

The Effect of Project Management on Long-term Project Performance: Forecasting Construction Engineering Industry

최근 건설프로젝트는 대형화, 복잡화되고 있으며 다수의 개별 사업들이 종합적으로 연계된 복합사업으로 발주되는 경우가 증가하고 있는 추세여서 프로젝트 수행의 위험도는 증가하고 있고 프로젝트 관리역량 부족으로 손실이 발생되고 있는 실정이다. 이러한 상황속에서 프로젝트의 성과를 달성하기 위해서는 체계적이고 전문적인 프로젝트 관리가 필요하다는 인식이 대두되고 있다. 본 연구는 프로젝트를 기반으로 하는 건설엔지니어링 산업에서 프로젝트 관리가 단기적 프로젝트 성과와 장기적 프로젝트 성과에 미치는 영향과 단기적 프로젝트 성과가 기업의 장기적 프로젝트 성과에 미치는 영향을 검증하였다. 그 결과, 첫째, 계약관리와 리스크관리가 단기적 프로젝트 성과에 영향을 미치는 것으로 나타났다. 둘째, 계약관리 및 멀티프로젝트관리가 장기적 프로젝트 성과에 영향을 미치는 것으로 나타났다. 셋째, 단기적 프로젝트 성과는 장기적 프로젝트 성과에 미치는 것으로 나타났다. 본 연구를 통해 건설엔지니어링 기업의 장기적인 프로젝트 성과 및 목표달성을 위해서는 체계적인 프로젝트 관리의 필요성을 증명하고, 이를 통해 프로젝트 관리의 표준화와 글로벌 경쟁력을 확보하여 부가가치가 높은 PM 시장 진출에 일조하고자 한다.In recent years, construction projects are increasing in complexity and size, and the number of projects that are comprehensively linked complex projects is increasing; therefore, the risk regarding project implementation is increasing—consequently, the loss caused by the lack of project management capabilities of engineers is also increasing. In this situation, there is a growing perception that systematic and professional project management is necessary to ensure strong project performance, that is, project management is essential for ensuring that project completion criteria are fulfilled. This study verified the effect of project management on short- term project performance and long-term project performance in the project-based construction engineering industry, and the effect of short-term project performance on long-term project performance of companies. Consequently, first, this study revealed that contract and risk management affect short-term project performance. Second, this study showed that contract and multi-project management influence long-term project performance. Finally, this study revealed that short-term project performance influences long-term project performance. Thus, this study proved that systematic project management is necessary for ensuring strong performance of long-term projects and goal achievement of construction engineering companies; thus, project management enhances the global competitiveness of these companies, facilitating their entry in the high value-added PM market.

Project Management Maturity Models for Construction Firms

This paper aims to identify and analyze project management maturity models in order to identify those best suited to be adopted in construction firms. To do so, models from papers available in academic repositories were analyzed. To be successful, the construction business deeply depends on projects outcomes; thus, the implementation of project management maturity models is important for this sector. A maturity model is a valuable technique to assess project management capabilities within a single part of an organization or to assess an organization as a whole. Its main purpose is to provide a means to create a more organized and predictable way for organizations to achieve their goals, increasing their chances of success regarding the outputs, outcomes, and benefits. In this paper, documentary research was performed to identify available project management maturity models and togather information about their performance. The information gathered was used to find elements to be compared with the identified models. Reviewing the literature, 39 project management maturity models were identified. The authors selected two PMMMs that were well fitted to assess the project management capabilities in construction firms: OPM3 and MMGP Prado.

Integrated project management systems as a tool for implementing company strategies

The topic of project management is relevant since the organisation is obliged to be competitive and promptly respond to market conditions. The main goal of any enterprise is to make a profit and create a successful image. In this regard, the company's strategy is being formed, which is implemented through project management. Project management capabilities affect not only the process of forming a development strategy but also methods of managing innovative and strategic development. When structuring management competencies, special attention should be paid not only to the methods that are implemented in the company's management structure, but also to the technological platform on which the entire management system and the programme for building distributed companies are based. The novelty of the study lies in the structuring of methods to improve the enterprise project management efficiency, taking into account project constraints. To achieve this goal, the authors consider it necessary to analyse the features of enterprise project management. The paper presents theoretical provisions on the effectiveness of project management, identifies factors for increasing the project management efficiency. The paper examines the features of the development of information technology for enterprise multi-project managing. The practical significance of the study is determined by the possibilities of forming a long-term development strategy when implementing project management systems in companies that build their activities not only on a local scale but also plan network growth, which in the context of a lockdown of most world economies becomes the only growth driver.

Organizational agility: do agile project management and networking capability require market orientation?

PurposeThis study aims to examine the joint impact of networking capability and agile project management on organizational agility of telecommunication technology providers' in Indonesia. The study also examines the moderating role of market orientation as a predominant strategic orientation on the relationship between agile project management and organizational agility.Design/methodology/approachResearch data were collected via a questionnaire survey from the executive management of telecommunication technology providers in Indonesia to obtain 150 valid questionnaires for analysis. This study analyzed the overall model fit and causal relationship using confirmatory factor analysis and structural equation modeling.FindingsThe results indicate that networking capability positively affects organizational agility. However, agile project management's significant effect on organizational agility occurs only when the relationship is moderated by market orientation. The results of the study also demonstrate that organizational agility positively affects organizational performance.Research limitations/implicationsThis study is based on a cross-sectional nature and might fail to capture the studied variables' dynamic over an extended period.Originality/valueThe study enriches the previous literature in organizational agility by presenting the collective impact of networking capability and agile project management and the moderating role of market orientation. However, dissimilar with major prior studies, the results indicate that agile project management's direct effect on organizational agility is not significant. Agile project management needs to be moderated by market orientation to create exceptional customer values and overcome the competition for the organization to achieve organizational agility, responsiveness and adaptability to address customers' needs and requirements. Furthermore, the study's result corroborates the importance of organizational agility to achieve organizational performance in the highly dynamic telecommunication industry.

A validated business process modelling success factors model

PurposeBusiness process modelling (BPMo) projects are core to digital transformation projects as they provide the conceptual foundation to the orchestration of technologies along a process. Yet, success factors of BPMo projects have received little research attention to date. This study empirically validates a BPMo project success model, pointing to normative practice guidelines and important future research.Design/methodology/approachThis research reports on the quantitative re-specification and validation of a business process modelling success model, employing survey responses from 261 process modellers worldwide.FindingsThe study distilled and validated a final set of success antecedents: Top Management Support, Project Management Capabilities, Stakeholder Input, Modeller Expertise and Modelling Tool Usage; and clearly evidences their relationships with each other and with two moderating variables – Importance and Complexity. The paper offers a nuanced explanation of the indirect role of top management support in building stakeholder involvement and explains how complex projects that are perceived as important being more likely to attract high levels of necessary stakeholder involvement. The authors conclude that top management needs to create an environment of co-ordinated excellence which spans both technical skills and resources, and a high level of committed engagement between stakeholders and technicians in order for BPMo projects to succeed.Originality/valueThis study is the first to operationalize and quantitatively test antecedents of BPMo project success and their interactions, presenting novel insights into how the success factors interact. Awareness of the more influential antecedents of successful process modelling projects offers valuable guidance for the planning, management and conduct of BPMo projects.

Project management: openings for disruption from AI and advanced analytics

PurposeThe purpose of this essay is to illustrate how project management “pull” and AI or analytics technology “push” are likely to result in incremental and disruptive evolution of project management capabilities and practices.Design/methodology/approachThis paper is written as a critical essay reflecting the experience and reflections of the author with many ideas drawn from and extending selected items from project management, artificial intelligence (AI) and analytics literatures.FindingsNeither AI nor sophisticated analytics is likely to elicit hands on attention from project managers, other than those producing AI or analytics-based artifacts or using these tools to create their products and services. However, through the conduit of packaged software support for project management, new tools and approaches can be expected to more effectively support current activities, to streamline or eliminate activities that can be automated, to extend current capabilities with the availability of increased data, computing capacity and mathematically based algorithms and to suggest ways to reconceive how projects are done and whether they are needed.Research limitations/implicationsThis essay includes projections of possible, some likely and some unlikely, events and states that have not yet occurred. Although the hope and purpose are to alert readers to the possibilities of what may occur as logical extensions of current states, it is improbable that all such projections will come to pass at all or in the way described. Nonetheless, consideration of the future ranging from current trends, the interplay among intersecting trends and scenarios of future states can sharpen awareness of the effects of current choices regarding actions, decisions and plans improving the probability that the authors can move toward desired rather than undesired future states.Practical implicationsProject managers not involved personally with creating AI or analytics products can avoid mastering detailed skill sets in AI and analytics, but should scan for new software features and affordances that they can use enable new levels of productivity, net benefit creation and ability to sleep well at night.Originality/valueThis essay brings together AI, analytics and project management to imagine and anticipate possible directions for the evolution of the project management domain.

Reprint of: From open innovation projects to open innovation project management capabilities: A process-based approach

How do organizations use the experience from projects to build a systematic capability to manage open innovation projects? Drawing upon Project Management and Open Innovation capability-building frameworks, we studied the crusade of an industrial company to create an open innovation capability. In that sense, we applied an Event Structure Analysis (ESA) to evaluate the event network, which evidenced a four-stage process: closed mode, open driver, vanguard project, project-to-organization. Results demonstrate, from causal connections, that the referred capability can be leveraged from the execution of key projects, especially from a vanguard project. Our study contributes to Project Management theory by reveling that previous experiences in both project and organizational levels offer a fertile ground for the emergence of a vanguard project. For the open innovation field, this paper provides a project-oriented approach to the discussion of open innovation's adoption in mature firms.

Evaluating Disruptive Innovation Project Management Capabilities

Firms must adapt to a business environment in constant flux. Economic and political factors and the constant interruption of new technologies force firms and organizations to change and to adapt, so that they are not left behind. Over recent years, the development of disruptive innovations has completely revolutionized past scenarios. These innovations break with what is already established and firms from various sectors face no choice other than to incorporate them into their project management portfolios, so as to ensure survival and business sustainability. Using MIVES methodology as its foundation, a business sustainability management model is presented in this paper for the management of disruptive innovation projects that a firm may wish to develop within a given sector. The management model is designed to facilitate disruptive innovation project management for firms within technological-industrial sectors, by assessing the sustainability of the project. The model is applied to two firms, one from the machine-tooling sector and another from the construction sector. Finally, a sensitivity analysis was performed, the results of which verified the validity and the stability of the proposed model.

Exploring influential factors leading to the poor performance of public construction project in Ethiopia using structural equation modelling

PurposeIt is well recognized that the construction industry is characterised by inefficient and ineffective service delivery due to various causative factors. Thus this study aims to examine the influential factors affecting public construction project performance in Ethiopia to improve the industry's service delivery.Design/methodology/approachFrom the extensive literature reviewed, 58 potential factors affecting construction project performance have been compiled. Based on the evidence accumulated, the conceptual model of this paper has been developed. By using survey questionnaires, valuable data were collected from the construction industry professionals in Ethiopia; analysed and interpreted with the use of both SPSS and AMOS software.FindingsIt is concluded that failure factors related to the “performance” of the contractor, the “capability” of the owner, the “project design-procurement process,” and project contract management can significantly contribute to the poor performance of public construction projects in Ethiopia. Ten key factors include inadequate contractor capacity, weak project site management and supervision, weak project management skills and capabilities of the owner, additional work orders, delayed payment, lack of comprehensive project plans between parties and incomplete project design, rising material prices, ineffective project schedules, and cost management, rising market prices and devaluation of the currency.Research limitations/implicationsThe scope of this study confined to public projects in Ethiopia. It suggests that further research needs to consider public and private construction from a comprehensive perspective in the developing countries.Practical implicationsIt provides practitioners with information and guidance on the factors that affect the performance of construction projects.Originality/valueIt provides inclusive evidence related to many factors that affect the performance of public construction projects.