Project Management In Companies Research Articles

Primena i uticaj principa i alata menadžmenta kvaliteta na uspeh projekta

Project became an adequate solution for achieving different goals of a company, thus its successful realization is of great importance. On the other side, quality is a phenomenon wanted to be acquired in order to achieve customer satisfaction and profitability. Although these two fields of research were developing parallely, they rest on the same principles. The goal of this research was to determine the link between quality management and project management in companies on Serbian market, meaning the influence of quality management principles on project success and level of usage of quality management tools. The results of this empirical research suggest that the quality management principles of continuous process improvement, fact based management, leadership, continuous improvement of employee performance and customer satisfaction have a significant positive impact on project success, while simpler quality management tools are in use more than the more complex ones. Project success should not be measured solely on the old success criteria of time, cost and quality, yet more important criteria are alignment of the project's goals with the company's goals and the fulfillment of user requirements.

Green supply chain drivers and their implementation on LEED-certified projects in India

Abstract This study aims to identify the most critical green supply chain drivers and to explore the most prevalent drivers in the real estate industry in India. Through literature review, we identified 13 green drivers in the real estate sector in India. A structured questionnaire was administered to 280 potential participants, out of whom 150 responded by filling out the questionnaire. The respondents were working in reputed real estate companies comprising owners, contractors, consultants, architects, and project management companies in Delhi National capital region (NCR). The relative relevance index was used to rank the various green drivers in the real estate industry in India. Multiple regression analysis was used to establish the degree of linear connection between the variables. T-tests examine the differences between 13 decision factors and dependent variables. The cost–benefit of green supply chain drivers in a LEED-certified real estate project in India established the efficacy of green supply chain drivers in the real estate industry in India. The study’s findings indicate that senior management, developers, and the government are the most crucial drivers for implementing the green supply chain in the real estate sector. The study’s findings further confirm that green building approaches, i.e., green procurement, green transportation, building information modelling (BIM), building energy modelling (BEM), and prefabrication procedures, are underutilised in the real estate sector in India.

Object-Oriented Technology Model of Regional Industrial Economic Innovation Project Management System.

Managers have a deeper understanding of computer technology, network technology, and communication technology, which is also a necessary condition for the implementation of project management information. It plays an important role in improving the performance of regional resource-based industry and high-tech service industry. By analyzing the current situation of the company's project management, the project management and management processes are standardized and the management of project quality, progress, contract, and cost through the design system is completed, so that the various resources of the project can be effectively and rationally allocated and utilized. Information communication inside and outside the project is more convenient, smooth, and fast, and more standardized operating procedures can be carried out. This paper also improves the level of local government governance, shapes the cultural connotation of innovation, openness, and cooperation, and strengthens the cultivation and flow of social elements. A series of policy suggestions are put forward in building the capacity system of both sides of industrial integration, thus greatly improving the overall project management level and the company's decision-making and analysis ability, so as to achieve fine and precise management objectives.

Analytical Comparison of German Owner’s Budget Estimate and Chinese Contractor’s Bid: A Case Study for a Warehouse Building Project in China

Nowadays, the need for scientific and modernized engineering cost management has been increasingly prominent. Hence, this study compared the differences of the quantities’ terms, the management philosophy, the related institutions (or specifications), and other factors in engineering cost management between China and Germany accompanied by a case study for a warehouse building project in China. There are two main parts. Firstly, according to the literature research, the comparative analysis was conducted on the engineering cost-control mode, the list of bills of quantities, and other parameters between China and Germany. On the basis of this, the “differences” between China and Germany especially in the bidding process were further studied with the empirical analysis of engineering cases, which is a supplementary argument to the theoretical analysis. Finally, several related suggestions were put forward, including proposing a set of “universal” bills of quantities (which can be understood by Chinese enterprises and also accepted by foreign-funded enterprises), the establishment of the whole process, a dynamic and information-based project cost-management system, cultivation of talents with the advanced management concept, and the development of international engineering companies and project-management companies with core competitiveness. The conclusions are expected to provide some references for China’s construction industry to further expand the international market and to increase the influences in global markets.

Project management maturity in the biotechnology industry

This paper contributes to the development of project management in companies that integrate biotechnology in their processes, given the increasing importance of this sector under the current context. The main goal is to assess project management maturity in a sample of companies that involve biotechnology processes, identifying their main weaknesses and strengths in project management. A quantitative approach was applied by analyzing the data collected through a questionnaire structured with the K-PMMM Level 2.This work allowed to diagnose 96 companies of this emerging sector, still scarcely studied as concerns project management. All participating companies recognized the importance of project management, however there are still several steps to consolidate the evaluated project management practices, once only about 12,5% reached the whole five life cycle phases of project management maturity.The originality of this work relies on the structure of the data analysis that allowed to highlight the multidimensional and simultaneous perspective of the project management maturity process. That is, a process that recognizing the need and added value of project management, implementing methodologies and tools, and having the executive and line management support. These factors must be taken care of in parallel to evolve the organization´s capacities to manage its projects consistently and long term. The study revealed that part of the participating companies meets this simultaneous multidimensional approach, although still very incompletely.

Research on the coordination mechanism of major industrial project engineering and construction multi-agents based on structural holes theory.

Industry is an important pillar of the national economy. Industrial projects are the most complex and difficult projects to control in the construction industry, and major industrial projects are even more complex and difficult to control. Multi-agent coordination is one of the core issues of industrial projects. Based on an analysis of the engineering and construction chains and agent relationships and agent networks of industrial projects, a complex network of the engineering and construction agents of industrial projects is established, and the complex network structural holes theory is applied to study the nonrepeated relationships among agents in industrial projects. Assuming agents are linked through contract relations and the most critical contract index between the agents in the contract amount, through structural hole analysis considering the EPC and PMC model, the aggregate constraint list is obtained, 2D network diagram and 3D network diagram are shown. According to the aggregate constraint value, the EPC contractor with the minimum aggregate constraint value and the project management company with the minimum aggregate constraint value are the critical agent in EPC and PMC model. By analyzing the complex network comprising different models of industrial projects, it is concluded that the characteristics of the agent maintain an advantage in competition, the coordination mechanism of the integration of agent interests, and multi-agent relations are considered to solve the multi-agent coordination problem in major industrial projects.

The differential practices of project management offices for supporting new product development in high-tech companies

The article, through presenting a company's project management office (PMO), argues about practices a PMO must establish for supporting new product development (NPD) in high-technology companies. A holistic case-study was performed where data gathered comes from interviews, direct and participant observation, and document analysis. The practices identified differ from the current literature about the PMO functions. The whole set of functions performed by the described PMO responds to specific processes an NPD project asks for. It begins monitoring, analysing, and systematising product requirements to develop project schedules. During project execution, it supports configuration management through engineering change management. When prototyping, it carries on provisions of the necessary materials and subcontracted processes for assembling and testing. These PMO functions are compared to the current PMO literature. It is suggested that the functions undertaken by the PMO can enhance the theoretical options for structuring PMOs in NPD-based companies avoiding mimicry dysfunctions.

The differential practices of project management offices for supporting new product development in high-tech companies

The article, through presenting a company's project management office (PMO), argues about practices a PMO must establish for supporting new product development (NPD) in high-technology companies. A holistic case-study was performed where data gathered comes from interviews, direct and participant observation, and document analysis. The practices identified differ from the current literature about the PMO functions. The whole set of functions performed by the described PMO responds to specific processes an NPD project asks for. It begins monitoring, analysing, and systematising product requirements to develop project schedules. During project execution, it supports configuration management through engineering change management. When prototyping, it carries on provisions of the necessary materials and subcontracted processes for assembling and testing. These PMO functions are compared to the current PMO literature. It is suggested that the functions undertaken by the PMO can enhance the theoretical options for structuring PMOs in NPD-based companies avoiding mimicry dysfunctions.

Project Management during the Industry 4.0 Implementation with Risk Factor Analysis

This paper analyses the process of Industry 4.0 implementation into the companies. The main purpose of this article was to determine the project framework for implementation of Industry 4.0 concept. The first part describes the basic principles of Industry 4.0 concept and 7 phases of Industry 4.0 implementation process. The second part describes the current state of art in the field of the project management in company with Industry 4.0. The third part deals with the implementation of Industry 4.0 project phase description and the definition of used methodology. The next part consist of the methodology application for the definition, evaluation and suggestion of solutions to reducing the risk threads for the typical production company in middle Europe. The last part deals with the project team members recommendations in case of small, medium and large companies.

Effects of Procurement Processes on Project Execution in A Project Management Company in Cape Town, South Africa

Accentuating the compelling procurement challenges in project execution, which comprises supplier-related issues, strategy selection issues, cost reduction and savings achievement factors, data accuracy issues, and stakeholder management concerns this study envisioned to unearth the challenges that occur in procurement processes and the effects these challenges have on project execution. To clearly illustrate the magnitude of challenges faced in procurement processes, a project management company in Cape Town, South Africa, was chosen as the subject of study. The data of this study was collected through means of quantitative method on the company under study whereby a survey questionnaire was disseminated to participants for self-administering and the data collected was analysed using version 25 of the Statistical Package for Social Sciences (SPSS) software. The results of this study suggest that lack of training of the project team, corruption, favouritism, fraud and delays from suppliers are the major causes of poor procurement and these results agree to the main thrust of the literature reviewed in the study that any lack of training, policy compliance and consistency in compliancy of law will cause failure and challenges in any organisation. This study further aimed to add input to the existing body of knowledge concerning the effects of procurement processes on project execution in project management and to contribute to the existing literature in procurement management. Considering the challenges mentioned above, it is to be hoped that the study would be of interest to project managers, South African workforce, individuals, and academics in general, and valuable to all those seeking improvement in the field of project management.

Effects of Procurement Processes on Project Execution in A Project Management Company in Cape Town, South Africa

Effects of Procurement Processes on Project Execution in A Project Management Company in Cape Town, South Africa

Organizational Project Management in Omsk Region Companies: Current State and Development Constraints

Despite widespread concept of project management, companies in major regions of Russia are still at the initial level of project management maturity. The paper is aimed to determine the current state and dynamics of organizational project management in the companies of the Omsk region, identify problem areas, and seek directions for further development. The author interviewed managers and project management practitioners in 148 companies from a variety of industries in the Omsk region. The study compares the survey results received during two years (2015–2016). The findings indicate that within the majority of companies, the organizational project management is not fully adopted. The author has empirically tested that high-performers are more likely to appreciate the value of project management than low-performers. However, the only small proportion of companies demonstrates a high level of project management maturity. Moreover, no strong relationship has been found between matured project management processes in a company and its performance. The author revealed and ranged the main problems in the organizational project management development. These problems are concerned with a poor support of organizational enablers. The organizational project management development should be considered in the context of strategic governance and management. The findings contribute to the understanding of key processes, which constitute project capabilities in a company. The research results can be used for building a conceptual model and studying organizational project management dynamics in a region during a longer period.

Technology Acceptance Model for Business Intelligence Systems: Preliminary Research

Business intelligence systems refer to the set of software platforms that support organizations in retrieving valuable information and knowledge, with the purpose to increase efficiency of decision making. Goal of the paper is to discuss a framework for investigating the adoption of business intelligence systems in companies, from the technology acceptance model perspective. We propose a research framework based on the technology acceptance model that is expanded using the concepts of technology driven strategy, information quality and project management in companies. Based on the framework, we propose a model with research propositions and discuss scientific contributions.

Methods and tools of alternative management in project management

In the paper the concept, content and essence of alternative management which is gaining popularity in Ukrainian companies, especially in companies of project type are reviewed. The components of this concept are structured. Basic definitions that determine the direction of technology of alternative management are systematized. Key principles of alternative management are presented. Methodological approaches, the use of alternative management tools in project management are analyzed. The systematization of technologies of project management is submitted from the point of flexibility. The possibilities of using alternative management in project management in companies considering Ukrainian mentality are determined.

The Influence of Individual Characteristics on Knowledge Sharing Practices, Enablers, and Barriers in a Project Management Context

The knowledge management (KM) literature in general is short on field evidence concerning knowledge sharing (KS) practices in project management settings, where knowledge occupies a central place. In addition, research on KS enablers and barriers has largely overlooked the fact that individual characteristics may influence the choice to share knowledge. This research explored departmental KS practices, enablers and barriers at a Middle-Eastern project management company. It also investigated the influence of a number of individual characteristics on KS, enablers and barriers. The findings confirm that Knowledge is partially shared within departments, and the employees have varying views on KS enablers and barriers. Although many do not perceive organizational enablers as catalysts for KS, they somewhat believe that the information technology (IT) enablers do facilitate KS. The employees, however, do not believe that the identified individual, organizational and IT barriers hinder KS. In addition, gender, age, department type and job type have varying effects on the perceived KS practices, organizational enablers, and IT enablers and barriers. These findings and their implications are further discussed in the paper.

Identification of Strategic Project Management Resources in Indian Software Project Management Companies

This paper presents identification of strategic resources for software project management companies. Furthermore, the paper also identified the factors that attained VRIO characteristics amongst these resources. The research used primary data collected from professionals working in Indian software project management companies through a survey instrument. Factors were identified among the variables to identify the resources as well as identification of resources attaining VRIO characteristics. The findings resulted into identification of six important groups of resources and four factors pertaining to VRIO characteristics. The study may help software project companies to enhance their performance from a strategy perspective.

Identification of Strategic Project Management Resources in Indian Software Project Management Companies

This paper presents identification of strategic resources for software project management companies. Furthermore, the paper also identified the factors that attained VRIO characteristics amongst these resources. The research used primary data collected from professionals working in Indian software project management companies through a survey instrument. Factors were identified among the variables to identify the resources as well as identification of resources attaining VRIO characteristics. The findings resulted into identification of six important groups of resources and four factors pertaining to VRIO characteristics. The study may help software project companies to enhance their performance from a strategy perspective.

An investigation of the role of communication in IT projects

Purpose – The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel). Design/methodology/approach – A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation. Findings – The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers. Research limitations/implications – This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings. Practical implications – CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict. Originality/value – The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.

Client perceived barriers to change of the construction process

PurposeThe purpose of this paper is to identify client‐perceived barriers to a change towards increased client influence on the end result of the construction process. Additionally, the variables of size of clients' markets and the extent of external project management are investigated in order to see how they influence the perceptions concerning important barriers to change.Design/methodology/approachEmpirical data were collected through a survey responded to by 87 Swedish construction clients.FindingsIdentified barriers are divided into three types: attitudinal, industrial and institutional. Attitudinal barriers (adversarial attitudes, lack of ethics and morality, focus on projects instead of processes and a short‐term focus) and industrial barriers (traditional organization of the construction process, conservative industry culture, industry structure and traditional production processes) are perceived to be important, whereas institutional barriers (standard contracts, laws and traditional procurement procedures) are not perceived to be critical. Each different type of barrier is tested against the use of internal or external project management and the sphere of activity of the client. Attitudinal barriers are perceived as being more critical by clients using external project management. “Nearness” in terms of the sphere of activity (e.g. how large is the client's market?) also has an effect on how clients perceive the barriers. Locally, active clients do not consider attitudinal barriers to be as influential on the end result of the construction process as nationally active clients.Research limitations/implicationsSince the empirical results are based on data collected only from Swedish clients, international generalizations should be made with caution.Practical implicationsClients wishing to act as change agents need to be aware that their use of internal versus external project management affects their chances to influence the other construction actors and implement change and innovation. Large national and international client organizations, which due to their size have significant opportunities to influence the industry, rely heavily on external project management, which may hamper their change agent role. Hence, such clients should make careful and purposeful selections of project management companies. Another more influential alternative is to strengthen their organisation and rely less on external project management.Originality/valueThis paper presents a unique investigation of the connections between the use of internal/external project management and perceived barriers to change.

Understanding the Value of Project Management from a Stakeholder's Perspective: Case Study of Mega-Project Management

Project management can generate significant value for organizations (Thomas & Mullaly, 2007). However, the value of project management varies depending on the different size and complexity of projects managed. Focusing on mega-projects, this study explores the value of project management from the stakeholders’ perspective, thereby creating a value framework. In the case of SHRBC Company, it analyzes the company's project management practice and the value of project management, and consequently certifies the applicability of this value framework through empirical study.