Project Management Environment Research Articles

A Review on Project Management and Issues Surrounding Dynamic Development Environment of ICT project: Formation of Research Area

This paper presents a review of methods, practices, and analysis on performance and challenges of Project Management for ICT projects with regards to accommodating change. Specifically, the main interest of the review is to understand the impact that is brought by the dynamic environment of projects developed today. The dynamic environment is synonymous to instability but the traditional project management approach favours a stable environment. The following were undertaken: 1. Review of the existing and popular standards, practices, and tools. 2. Study on reasons leading to project failures 3. Analyses of how much of these failures are connected to the dynamic/unstable/changing nature of the development environment. The undertakings lead to a high level solution proposal. It is hoped that the undertaking has formed a strong foundation for further research dedicated at improving project management approach of ICT project development given an unstable environment.

Continuous Model-Driven Engineering

CMDE has been successfully applied in several industrial projects, including telecommunication services, supply-chain management, bioinformatics, logistics, and healthcare. In all these cases, agility at the customer, user, and application level proved key to aligning and linking business and IT. We now expect an additional boost when integrating this approach into a processor project-management environment that oversees development and evolution. This environment will include deadline management and progress reports, automatically informing all relevant parties when certain actions are required, managing different versions and product lines, and automatically steering the build and quality-management process. Perhaps not surprisingly, the development of this management environment proved to be a prime application of CMDE.

Less Learning, More Often: The Impact of Spacing Effect in An Adult E-Learning Environment

Constant and continued upgrade of skills and qualifications is imperative in a knowledge society (Davies, 1998; David and Foray, 2003), however identifying and using effective (maximise retention/recall) and efficient (minimise time to learn) learning practices is often a challenge. Spacing Effect is a robust phenomenon that suggests that the retention/recall of learning improves when presentations are spaced as opposed to massed (Toppino et al., 2002). Study-Phase-Retrieval (retrieval as a learning event), Encoding-Variability (multiple routes to retrieval) and Deficient-Processing (inadequate processing) are some of the theories proposed to explain the effect. This paper presents the observations made of a real-life adult e-Learning environment for project management (PRINCE2™) based in the UK. The interplay between Inter Session Interval, Study Duration, Frequency of Usage and its impact on Time Spent and Time to Completion are explored using the concept of Spacing Effect. The regression analysis of the key parameters showed a u-shaped relationship between spacing and total study time, largely consistent with the observations made by Verkoeijen et al, (2005) whilst reviewing the two-factor model of Spacing Effect proposed by Raaijmakers (2003). While the lack of data and comparable studies on the effects of Spacing Effect in adult e-Learning/management training is acknowledged, this study does provide support to the notion of general applicability of Spacing Effect (Dempster, 1987) and highlights some of the gaps that remain in our understanding of the phenomenon.

Incorporating PMBOK2004 guidelines into the software project management supported by software agents model

Due to globalisation, advances in computing technologies, as well as the deployment of software projects in distributed, collaborative and virtual environments, the software project management environment has changed. Traditional project management methods fail to address these added complexities. As a result, numerous software development projects either do not live up to expectations or they fail outright. The authors proposed the software project management model, entitled software project management supported by software agents (SPMSA) that aims to enhance software project management by taking the unique nature and changing environment of software projects into account. The SPMSA model supports the entire spectrum of software project management functionality, supporting and enhancing each key function with a team of software agents. In this extended paper, the authors adapt the SPMSA model to incorporate PMBOK2004 guidelines. The SPMSA model makes a fresh contribution to enhance software project management by utilising software agent technology.

An effect‐cause‐effect analysis of project objectives and trade‐off assumptions

PurposeThis paper endeavors to critically examine the trade‐offs among project objectives and their underlying assumptions.Design/methodology/approachEffect‐cause‐effect (ECE) methodology of theory of constraints (TOC) has been applied to examine the assumptions behind successfully managing business projects.FindingsThe essence of discussion in this paper leads towards the realization that a possibility exists for time, cost and quality objectives to be pursued collectively in a project management environment.Research limitations/implicationsThis paper evaluates to what extent trade‐offs among project objectives actually exist and explores the possibility of their co‐existence in a project management environment. This realization can significantly impact the project trade‐off models in existing literature.Originality/valueTime, cost and quality have been recognized to be important objectives to successfully complete a project and several studies have acknowledged the necessity to address their trade‐offs. However, most of these studies have taken the trade‐offs for granted without critically examining the assumptions behind such trade‐offs. The present paper fills that gap by applying ECE approach of TOC to examine project management trade‐off assumptions. There‐in lies the value of the current paper.

Simulation-based learning: The learning–forgetting–relearning process and impact of learning history

The results of empirical experiments evaluating the effectiveness and efficiency of the learning–forgetting–relearning process in a dynamic project management simulation environment are reported. Sixty-six graduate engineering students performed repetitive simulation-runs with a break period of several weeks between the runs. The students used a teaching tool called the project management trainer (PMT) that simulates a generic dynamic, stochastic project management environment. In this research, we focused on the effect of history recording mechanism on the learning forgetting process. Manual or automatic history recording mechanisms were used by the experimental group, while the control group did not use any history recording mechanism. The findings indicate that for the initial learning phase, the manual mechanism is better than the automatic mechanism. However, for the relearning phase, the break period length influenced the performance after the break. When the break period is short, the manual history keeping mechanism is better, but for a long period break, there is no significant difference. A comparison between the experimental group and the control group revealed that using any history recording mechanism reduced forgetting. Based on the findings, some practical implications of using simulators to improve the learning–forgetting process are discussed.

Moderating effects of information access on project management behavior, performance and perceptions

Effective project management relies on the timely exchange of information regarding appropriate resource availability, associated scheduling options, and related costs and benefits. At the same time, such information, or lack thereof, can also impact the behavior of project managers in ways that do not directly focus on work objectives but nevertheless affect performance. The research developed in this paper is primarily focused on demonstrating both direct and moderating effects that information can have on decision makers’ actions and perceptions in an environment where multiple projects are pursued simultaneously. In order to study these linkages we designed and executed a controlled experiment designed to simulate aspects common to a multi-party project management environment. Our findings suggest that greater visibility of situational information in this environment impacts project outcomes mainly by affecting a project manager's actions and perceptions regarding both the behavior of others and the priority given to his/her task. The study extends existing information processing theory by developing and examining notions of informed rationality and reciprocity, as well as examining the effect of information on post-task sense making. Insights from the study suggest a set of behavioral issues that should be considered in future information processing and project management research.

The Project Cost Variance Analysis Model: A Project Management Tool

Abstract Cost variance analysis in the project management environment as practiced today is an inexact science and is often limited to a narrative, subjective or qualitative analysis. The lack of clarity and consistency in cost variance analysis often leads to credibility issues with customers and senior leadership and does not provide a closed loop estimating process to facilitate continuous improvement. The Standard Cost Variance Model appears in many cost accounting texts and is widely used as a method to attribute total variance to cost input factors in the standard costing accounting environment. However, there has been very little useful translation of these concepts into the project management environment. This paper provides a methodology to apply a derivation of this variance model to the complex project management scenarios that are found in today's corporate (and government) cost accumulation environments. With many different stakeholders responsible for portions of a given cost baseline and associated variance, it is important to have a credible method to calculate the components of a cost variance that is simple and mathematically sound. When cost variances are significant, customers and senior management demand to know what is driving the variance. This paper provides an organization or project team with a tool to quantitatively calculate the components of cost variances in any cost accumulation environment, no matter how sophisticated. It will also provide a project team the quantitative data to assess initial project costing assumptions and make strategic and tactical course corrections.

Knowledge Reuse and Transfer in a Project Management Environment

This paper analyzes how project management companies manage knowledge. The research focuses on the creation, transfer, reuse and management of that knowledge. We propose a model for knowledge reuse in a project management environment where knowledge is absorbed at a tactical level and flows to a strategic level. This model derives from the: the OODA loop - Observe, Orient, Decide, Act, which focuses on strategic requirements and the Plan Do Study Act (PDSA) cycle, which focuses on the operational or tactical level of projects. Both the OODA Loop and the PDSA Cycle are adaptive learning and decision- making cycles where changes or actions are produced via repeated cycling through that loop. We suggest the ’Act’ step of the PDSA cycle is similar to the ’Orient’ step of the OODA loop because changes or learning is occurring. In this instance the PDSA cycle is renamed the PDSO (Plan-Do-Study-Orient) cycle. Research results indicate that knowledge flows between projects at all steps of (the PDSO Cycle) and OODA Loop. Key findings include a preference for informal over formal networks, the lack of a knowledge management system and the link between knowledge processes and the corporate project methodology. However, an effective knowledge management strategy also requires a strategic fit between social networks, technology, processes and corporate culture.

Knowledge Management to Improve Project Communication and Implementation

This article highlights knowledge management as a part of project management. First, the article focuses on epistemological assumptions. Cognitive- and autopoietic epistemologies are highlighted with the purpose getting a better understanding of what is knowledge and how it develops. Second, the discussion goes on dealing with tacit- and explicit knowledge and their role in different types of projects. Third, the article illustrates two main knowledge management processes: codification and personalization. It is concluded that many delivery- and investment projects are often projects in which the utilization of explicit knowledge and codification type of knowledge management process play a significant role. It is also concluded that many research and development projects are enterprises in which tacit knowledge usage is abundant and personalization type of knowledge management process is a necessity. Fourth, the main content of this article – a division of knowledge-related project management environments into four different entities – is introduced. With the help of this division the project management can understand what type of knowledge management process is needed in different project management contexts.

Constraint-Based Planning with Integrated Production Scheduler over Internet

Identifying and removing constraints from bottleneck activities help to reduce uncertainties in construction processes and increases the transparency of project management. The present means of look-ahead planning do poorly in resolving hidden constraints in the supply chain and information flow. Accordingly, work plans are vulnerable to the uncertainties that result in flow variation. It has been realized that reducing and eliminating critical constraints through better means of look-ahead planning are the keys to achieving reliable workflow and, consequently, increased productivity. This paper presents a constraint-based planning tool, Integrated Production Scheduler (IPS), to enhance planning reliability while adopting lean construction principles and the theory of constraints. Unlike the critical path method, the IPS models two additional types of constraints related to resource supply and information exchange. It employs four activity buffers: working, shielding, pulling, and screening for managing critical constraints and shielding the production from uncertainties. The implementation of the IPS is prototyped as a distributed scheduling system using Internet technologies such as Java and XML. It facilitates setting up a transparent project management environment where faster communication and active collaboration among project members are achievable.

Project management simulation laboratory: Experimental learning and knowledge acquisition

The concept of project management simulation laboratory in order to research the mechanisms of knowledge acquisition in the project management environment is described. This laboratory provides an experimental environment, where the users share their knowledge and get some insight on project management practice through the simulator. The framework, under which the laboratory operates, is based on: simulation techniques, means that allow knowledge transfer around simulation games playing and the behavioural approach in the design of experiments. The first step in the application of the project management simulation laboratory is the development and continuous improvement of the project management simulation game, which is the main core of the laboratory, by means of the register and study of the interaction between user and simulation game. Then, some hypotheses have been tested in connection with two experimental cases, focused on the analysis of different factors affecting the behaviour of participants while playing project management simulation games. The circumstances under which the participants achieve an optimum learning and the influence of the players' motivation are analysed. The main outcomes and results are stated. Some indications and working lines are posed in order to confirm and broaden the current results of this study.

Budget and Schedule Success for Small Capital-Facility Projects

The project management environment of small capital projects is unique in many ways. One unique aspect is the total administrative burden they place on resources for approvals, reviews, and execution relative to the overall value of the capital works program. Administratively, many organizations follow a prescribed approval process for all capital project expenditures regardless of size. For these organizations, small capital projects constitute 80% of the projects executed per year but only account for approximately 16% of the capital projects’ budget expenditures. The opportunity to improve organizational performance through more effective project execution on small capital projects could provide substantial savings within individual small capital-project programs. This paper reports on data collected from active small project-program personnel as well as project success factors identified in the literature. By means of analysis and comparison between the data collected and the project success factors i...

Evaluating the Quality of Project Supervision Engineers - A Case Study in China

The comprehensive implementation of a construction supervision system since 1988 in China is the development of applying a project management system to the Chinese construction industry. As the majority of the construction projects in the Chinese construction industry are publicly-funded works, the development of a construction supervision system is to introduce a third party, i.e., a project supervision agency, to supervise the construction performance on behalf of public interests. To a certain extent, the project supervision agency is similar to a project management consultant in Western construction practices. As a new management system, the project supervision system has brought the Chinese construction industry obvious progress in overcoming the traditional problems such as extended construction time, uncontrollable cost and unsecured quality. The practice of the system over the last ten years shows that the supervision performance closely relates to the quality of the project supervision engineer, in particular, the project general supervision engineer who assumes the key role in the project supervision agency. There is a trend that an increasing number of project owners spend a significant amount of effort in finding good quality project general supervision engineers. This paper identifies the basic elements that a project general supervision engineer must have in the environment of Chinese construction in order to perform his duties properly. By applying the fuzzy analysis principle, this paper presents a quantitative model for evaluating the quality of a project general supervision engineer. It provides an alternative approach for project clients when general supervision engineers are to be selected. The paper also examines the project management environment in China, which provides valuable information for the overseas construction professionals who are engaged in public construction works in China or are going to operate a business in the Chinese construction market.

Managing Software Development for Survivable Systems

The environment in which software projects are managed has evolved dramatically in recent years. This evolution has been driven by an extraordinary increase in network connectivity and extensive use of contractors for system development, raising issues of interoperability, security, ownership, and intellectual property rights. Project managers face the ongoing challenge of creating an orderly incremental development process, which often proceeds for years, in this complex environment. At the same time, the dependency of organizations, their suppliers, and their customers on complex, large-scale information systems is increasing at an astonishing rate, to the point that conduct of business operations is virtually impossible if these systems are compromised. As a result, survivability is receiving increasing attention as a key property of critical systems. Survivability is the capability of a system to fulfill its mission, in a timely manner, in the presence of attacks, failures, or accidents. Given the severe consequences of system failure, it is clear that many more organizations should be, and at present are not, concerned with survivability issues. However, when survivability is added to the project management equation, software life cycles can look rather different from the traditional life-cycle model. In this paper we discuss this changing software project management environment, the impact of system survivability, and life-cycle activities that are tailored to development and evolution of survivable systems. Achieving survivable systems requires that survivability be integrated into project life cycles, and not treated as an add-on property.

Organizational learning practices in the project management environment

Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes are described using the plan‐do‐study‐act (PDSA) cycle from quality management. Data from a survey of practicing project managers support the theory that organizational learning practices are associated with project knowledge, which is associated with project performance. Project knowledge is associated with learning that occurs both within and across projects. Managers can use this research to develop specific strategies to increase project success through learning. Researchers can use the results to understand how learning occurs in project environments. Implications are provided for project managers to use in focusing the learning activities of a project team.

Seven key features for creating and sustaining commitment

Commitment is a key factor in determining how an organisation performs. It can provide employees with the motivation and energy necessary to overcome obstacles and achieve apparently impossible goals. Furthermore, true commitment offers a sustainable competitive advantage because it is difficult to imitate. This paper examines how this commitment can be created within a project management environment, drawing upon the lessons offered by high commitment situations such as crisis management, religious cults, military and political associations. Seven key features of producing commitment have been identified and their use within a project management environment has been proposed via a time frame model.

Role of Lunar Development in Human Exploration of the Solar System

Human exploration of the solar system can be said to have begun with the Apollo missions. The Apollo Project was publicly funded with the narrow technical objective of landing human beings on the Moon. The transportation and life support systems were specialized technical designs, developed in a project management environment tailored to that objective. Most scenarios for future human exploration assume a similar long-term commitment of public funds to a narrowly focused project managed by a government organization, which becomes a single customer for a large industrial complex supporting the mission. Advocates of human exploration of space have not yet been successful in generating the political momentum required to initiate such a project to return to the Moon or to explore Mars. Alternative scenarios of exploration may relax some or all of the parameters of organizational complexity, great expense, narrow technical focus, required public funding, and control by a single organization. Development of the Moon using private investment is quite possibly a necessary condition for alternative scenarios to succeed.

A resources scheduling decision support system for concurrent project management

This paper proposes an integrated methodology for the management of (availability) constrained resources within a concurrent project management environment. The methodology incorporates six main components the projects interface management module, the impact matrix module, the projects grouping module, the projects prioritization module, the master projects scheduling module, and the resources assignment module all of which are integrated coherently, within the framework of a decision support system. The component which is delineated in this paper is the resources assignment module; the other modules are respectively the subject of future papers. The essence of such an integrated and coherent methodology is to enhance the centralization and efficient distribution of information on various concurrent projects parameters, such as projects priorities, projects completion times, their associated costs, and resources allocation patterns, etc. The proposed methodogy is applied in an actual industrial case study involving the simultaneous construction of three identical projects, where some of the activities utilize as many as six different resource types. The results generated by the proposed methodology are presented in terms of a chronological listing of the optimal schedules (i.e. the shortest possible project completion times, consistent with minimal project total costs and the most prudent resources utilization profiles), for each of the projects in the portfolio. In addition to the optimal schedules, the methodology also outlines the aggregate resources profiles corresponding to the various project milestones enhanced, including their associated cumulative cost profiles. Such features are designed to equip the programme director with the foresight necessary to facilitate the efficient deployment of scarce, limited and often expensive resources, well ahead of any operational or contractual commitments. Thus, the proposed methodology is pragmatic and coherent; further, it represents a potential cost-saving tool, within the framework of a decision support system.

Concurrent-development process model

The lessons learned in managing a model that lets a user develop multiple functions concurrently over the entire development process, from requirements specification to system test are reviewed. The structure and dynamic behavior of a concurrent development process are discussed. The process management, project management, product management, organization management, and software-engineering environment elements of the concurrent development model are all described, although the focus is on process management. The concurrent development process is compared to sequential development, lean production, software factory, and capability maturity model processes.< <ETX xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">&gt;</ETX>