Project Management Knowledge Areas Research Articles

A Qualitative Study on Artificial Intelligence and Its Impact on the Project Schedule, Cost and Risk Management Knowledge Areas as Presented in PMBOK®

The aim of this paper is to study the main areas in which artificial intelligence (AI) will impact the field of project management in relation to cost, risk and scheduling. The research model was based on a previous study of the ten project management knowledge areas presented in PMI’s PMBOK 6th edition, where project schedule, cost and risk management knowledge areas were identified as being the ones most likely to be affected by the development of AI. A group of graduates from a Master of Project Management program were assessed in an online questionnaire, reflecting the PMBOK’s elements of best practices and how AI will affect the project management profession in the future. Different elements of the three knowledge areas were considered to be affected more by AI than others. The schedule baseline is the element believed to be affected the most out of the project schedule management elements. For project cost management, the estimation of resource costs is believed to be affected the most. In the case of project risk management, the application of AI will have the strongest impact on the probability and impact formats.

Correlation between Project Leadership Competencies and Successful Project Management

One of the pillars in the success of project management is a successful leader. It’s worth mentioning that the leader success is associated with possessing the best leadership competences. The research paper demonstrated multiple important competencies to achieve the success like Project Time Management, Resource Management and Communication. This is clear that such competencies are associated with Project Management Knowledge areas. The research paper introduced and defined the topic, demonstrated the research thesis statement and problem, gathered literature review and secondary data from recent sources and finally it derived the weaknesses and strength of the gathered leadership competencies.

Potential features of building information modeling (BIM) for application of project management knowledge areas in the construction industry

The construction industry (CI) plays a vital role in infrastructure development and improves the socio-economic status with employment opportunities and contribution to gross domestic progress (GDP) of countries. However, its productivity has diminished in recent years due to increasing complexities in construction projects (CPs) and lack of adoption of novel technologies such as Building Information Modeling (BIM). Also, there is a significant need of polishing the capabilities of construction practitioners to meet the project requirements in agreement with project management knowledge areas (PMKAs). This study, therefore, focused on identification and evaluation of factors necessary for measurement of extent of application of PMKAs. Subsequently, noteworthy features of BIM helpful for enhancing the capabilities of project managers (PMs) in application of PMKAs were identified from literature. A total of thirty-three factors for measurement of extent of application of PMKAs and sixty-six features of BIM helpful in enhancing the capabilities of PMs in application of PMKAs were found. The detailed study and analysis of these ninety-nine factors with the help of previous studies suggested that extent of application of PMKAs is measured with three sub-tasks i.e., plan, manage/develop, and monitor/control. In addition, by virtue of remarkable features and services of BIM, it helps in enhancing the capabilities of PMs in applying PMKAs: project integration, scope, cost, time, quality, resource, communications, procurement, risk, safety, and stakeholder management.

A Qualitative Study on Artificial Intelligence and its Impact on the Project Schedule Cost and Risk Management Knowledge Areas as Presented in PMBOK®

The aim of this paper is to study the main areas in which Artificial Intelligence (AI) will impact the field of project management that relates to cost, risk and scheduling. The research model was based on a previous study of the ten project management knowledge areas presented in the PMI’s PMBOK 6th edition where project schedule-, cost- and risk management knowledge areas were identified as being the ones most likely to be affected by the development of AI. A group of experts that participated in the study agreed that AI will affect the project management profession in the future. Different elements of the three knowledge areas were considered to be affected more by AI than others. The schedule baseline is the element believed to be affected the most out of the project schedule management elements. For project cost management, the estimation of resource cost is believed to be affected the most. In the case of project risk management, the application of AI will have the strongest impact on the probability and impact format.

Implementation of Project Management Knowledge Areas by Project Managers

Implementation of Project Management Knowledge Areas by Project Managers

Potential features of building information modelling for application of project management knowledge areas as advances modeling tools

The Architecture, Engineering, and Construction (AEC) industry plays a vital role in infrastructure development and improves the socioeconomic status through employment opportunities and contributions to the gross domestic progress (GDP) of countries. Poor management causes a waste of time, money, and materials. The implementation of a suitable BIM design might aid the user in avoiding errors, speeding up and reducing the cost of the construction process. Nonetheless, there are serious shortcomings in BIM design that are inherent to project management, such as the preparation of a building execution technology project, the process of existing standards and collecting information in the building's exploitation period, and analysis of the existing situation and preparation of a building investment project. Knowledge and building information modeling technologies provide several roles and chances for achieving project objectives in a more efficient and effective manner, influencing the construction project management process. The objectives of this research are to analyze a real-life situation of using project management knowledge areas (PMKA) in the construction industry sector and the benefits and drawbacks of utilizing BIM technology as a tool to improve the use of PMKAs. The research investigates how the BIM approach may be used for project management and how knowledge could be gathered to create a BIM model, as well as the benefits of BIM-based sustainability, cost estimation, scheduling, and structural analysis within the context of PM. The main goal of this research is to find out how these techniques affect the efficiency of managing construction projects.

Contribution of Project Management Knowledge Areas on the Performance of Affordable Housing Projects; a Case of Kigali City

The research aimed to scrutinize the contribution of project management knowledge areas on the performance of affordable housing projects in Rwanda, case of Kigali City. The specific objective of the study was to examine the contribution of project cost management, to find out the contribution of project risk management, and assess how project quality management contributes on the performance of affordable housing projects. Institutional theory, resource-based view and dynamic concept of formation of business knowledge were used in theoretical review. A sample of 93 respondents among 121 of total population was engaged. For data alysis, SPSS version 23 was used. The findings indicated that cost management, risk management and quality management can influence the performance of affordable housing projects. It was recommended that there should be housing for different categories of people and their status; if it is for single person, small family or large family. The City of Kigali should advocate for the benefit of beneficiaries to get access to finance from different financial institutions in order to facilitate them getting those affordable houses. The cost of housing should be considered but without forgetting their quality. Keywords: Project management knowledge area, performance, affordable housing projects

Методика каскадирования целей в проектно-ориентированной компании

One of the most effective tools for managing a project-oriented company are the key performance indi-cators – quantitative indicators that allow to measure the degree of company's activities success through definition of strategic goals. In a project-oriented company, activities are implemented within projects execution. At the same time, each project has a set of parameters that characterize, on the one hand, the progress of the project (terms and cost of implementation, qualification of performers, frequency of changes in requirements), and, on the other hand – the final product (functionality, performance, usabil-ity and maintenance). It should be noted that a success of project implementation depends not least on the built in the company interaction processes, which make it possible to make decisions effectively to achieve the project goals. Visualization of the goals relations on the strategic map significantly facilitates the employees interacting at various levels and making management decisions in problem situations. Building a strategic map based on a balanced scorecard implies appointment of persons, responsible for achieving the target values of indicators, entering the correct values and monitoring the projects and its constituent processes implementation. This allows forming a project participants responsibility matrix, which, in turn, helps to determine a degree of performers workload when the processes execution, related to various knowledge areas. The authors' proposed method of cascading goals in a project-oriented com-pany will allow building a project management system taking into account various factors affecting the success of its implementation. Cascading is based on building a hierarchy of a project-oriented company performance indicators in accordance with the hierarchy of projects of various types and scales. Using this approach contributes to improving the quality of a project-oriented organization strategic manage-ment due to the fact that strategic goals and its corresponding indicators are consistently decomposed to the level of tactical and operational management, and then concretized and adapted in structural divi-sions. A novelty of the proposed cascading technique lies in development of the projects hierarchy in terms of its implementation priority, as well as in use of project management knowledge areas in the company's strategic map.

Prediction of failures in the project management knowledge areas using a machine learning approach for software companies

In this paper we propose a novel machine-learning model to predict project management knowledge areas failure for software companies using ten knowledge areas in project management based solely on the criteria of unambiguity, measurability, consistency, and practicability. The majority of software projects fail in software companies due to a lack of software project managers who are unfamiliar with the Project Management Knowledge Areas (PMKAs) that are used without considering the company's conditions or project contexts. By distributing questionnaires, we use an experimental methodology and the snowball sampling method to collect data from software businesses. We employ machine learning techniques including Support Vector Machines (92.13%), Decision Trees (90%), K-Nearest Neighbors (87.64%), Logistic Regression (76.4%), and Naive Bayes (66%) to adapt data from failed software projects. When we look at the results, Support Vector Machine outperforms the other four machine learning methods. High dimensional data is more efficient and contains nonlinear changes since Support Vector Machines deal with categorical data. The study's purpose is to improve project quality and decrease software project failure. Finally, we recommend collecting more failed project datasets from software businesses and comparing them to our findings to predict knowledge domain failure.

Discussions on Project Management and Its Success: A Comprehensive Theoretical Review

A project is commonly understood as a temporary endeavor to develop an original product or service over a specific period. Lately, a vast majority of people have recognized the importance of project management, which helps stakeholders execute project tasks effectively. This paper aims to discuss about project failure based on a case study of Titanic and also analyze the importance of triple constraint as well as leadership style. Qualitative methodologies are used to explore the definition of modern project management and critical elements contributing to project success. The referenced sources are various, including but not limited to peer-reviewed articles, professional online videos, and university lecture notes. This research paper finds that a successful linear project should focus on significant management knowledge areas under the triple constraint. In complex project management, effective leadership style also plays an indispensable role as strict management ability. This paper can be adopted as a typical case study for students who have just begun venturing into project management knowledge areas. Further research is recommended for collecting first-hand research data to support the current investigations, such as formal questionnaire surveys.

The Expectations of Project Managers from Artificial Intelligence: A Delphi Study

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices.

The role of implementing BIM applications in enhancing project management knowledge areas in Egypt

Egypt's construction industry suffers from poor management, which causes waste of time, cost, and material. Many techniques and tools have been developed to improve the project management process and deal with challenges to meet stakeholders' expectations. In Egypt, BIM technology would be efficient in managing projects at any stage during the project lifecycle if the construction processes have been linked to BIM concepts. The aims of this study are: to explore the actual status of applying project management knowledge areas in the construction industry sector in Egypt, to investigate the real impact of using BIM technology as a tool in enhancing the application of project management knowledge areas, and to explore the real benefits have been achieved from implementing BIM applications in project management. To achieve the research objectives, the researcher used the descriptive, analytical, and quantitative approach to reach conclusions. This study was applied in Egypt and was limited to those who have experience in using BIM applications in project management, whether preparing drawings, details, estimating quantities, cost management, managing, extracting the schedules etc. The research sample consisted of (1 0 6) respondents. It was concluded that Implementing BIM applications in project management could ultimately enhance the project management process and encompass all areas of management unevenly. Many benefits are defined, such as Centralized data management and information flow, improving cost control, maintaining the construction schedule, descriptive information (Object, and it is information), and Dealing with stakeholders with different backgrounds.

A multilayer feed-forward neural network (MLFNN) for the resource-constrained project scheduling problem (RCPSP)

Project management has a fundamental role in national development, industrial development, and economic growth. Schedule management is also one of the knowledge areas of project management, which includes the processes employed to manage the timely completion of the project. This paper deals with the Resource-Constrained Project Scheduling Problem (RCPSP), which is a part of schedule management. The objective of the problem is to optimize and minimize the project duration while constraining the resource quantities during project scheduling. There are two important constraints in this problem, namely resource constraints and precedence relationships of activities during project scheduling. Many methods such as exact, heuristic, and meta-heuristic have been developed by researchers to solve the problem, but there is a lack of investigation of the problem using methods such as neural networks and machine learning. In this article, we develop a multi-layer feed-forward neural network (MLFNN) to solve the standard single- mode RCPSP. The advantage of this method over evolutionary methods or metaheuristics is that it is not necessary to generate numerous solutions or populations. The developed MLFNN learns based on eight project parameters, namely network complexity, resource factor, resource strength, average work per activity, percentage of remaining work, etc., which are calculated at each step of project scheduling, and identified priority rules, which are the outputs of the developed neural network. Therefore, after the learning process, the network can automatically select an appropriate priority rule to filter out an unscheduled activity from the list of eligible activities and schedule all activities of the project according to the given project constraints. Finally, we investigate the performance of the presented approach using the standard benchmark problems from PSPLIB.

A maturity model for assessing sustainable project management knowledge areas: A case study within a logistics firm

Currently, the use of maturity models is widespread for evaluating the success of project management (PM) processes. Project management maturity models (PMMM) are valuable methodologies to improve the project management processes. In this context, this present paper seeks an answer to these questions: Which maturity levels are aimed for an organization to make the sustainable PM sound? Which propositions are made based on the obtained maturity levels? This paper aims to propose a PMMM by analysing PM knowledge areas. In response to this objective, nine dimensions and twenty seven maturity items are handled using of PM Solutions’ PMMM. In order to evaluate the maturity levels, Weighted Maturity Score Calculation Model (WMSC) approach based on survey questionnaires of two experts is used first for the PM knowledge areas. Weighted average score of all maturity items is obtained using Likert-scale and criteria weights are first calculated using Hesitant Fuzzy Analytical Hierarchy Process (HF-AHP). Practicality of these approaches is illustrated through a real data in a logistics organization. As a result, computational results indicate that risk management dimension with the level 1,4 has the lowest rating of all nine dimensions. The high maturity level 3,5 is observed in the quality management, as the maturity items in this dimension such as Quality Plan Preparation and Quality Plan Employment can have a favourable impact on the PM maturity. The findings reveal the effectiveness of the proposed method, which ensures practical and theoretical insights for organizations to determine their current and expected sustainable project maturity levels.

Assessment study on the Challenges of Project Management Knowledge Areas

This study was conducted to identify the most challenging PMKAs in the external funded agricultural research projects of EIAR. The qualitative research approach with descriptive research designs was implemented. Both primary and secondary data collection methods were used. Respondents were purposively identified. Based on this technique 124 respondents were identified. Respondents were working in 30 projects. Interviewees were also organized for 30 key informants from each project. The collected data were analysed through SPSS. The Cronbach’s Alpha test result of the questionnaire is 0.85. The result shows that, challenges related with organizational environment, project risk management, project time management, project cost management, and project quality management are the most challenging knowledge areas whereas the other PMKAs are moderately challenging.

An Effective Project Management Simulation for Distance Education

The challenge in distance education for project management courses is how to maintain quality when team projects, traditional lectures and in-class exercises normally conducted in face-to-face courses are not practical. This research explores the desirability and effectiveness of computer-based project management simulation as a teaching tool for industrial technology students in a distance education (DE) degree program. The purpose of using the simulation was to enhance learning outcomes related to project management processes and techniques taught in the course. A survey of approximately 100 students over four semesters was used to determine how online students responded to the use of simulation to teach specific project management concepts. Additionally, the research sought to determine which project management concepts were most enhanced through this active learning activity. The results established that the SimProject® computer-based simulation improved project management education for distance students and added value to the course by reinforcing text-based content. The data established a positive relationship between the simulation and specific project management knowledge areas for scope, time, cost, risk, human resource, communication, stakeholder, and quality management. The simulation provided students with the challenge to execute a virtual project, allowing up to three separate attempts, each with the same defined goals for time, cost, and quality. Dynamic, simulation- induced, life-like obstacles based on student choices presented unique management decisions for each trial. A successful outcome required students to meet time, cost, and quality goals within 10 percent of target. Student motivation for this pedagogy was apparent as most used all three attempts and provided positive survey feedback.

Challenges of Post-Disaster Reconstruction Projects: An Empirical Investigation According to Project Management Knowledge Areas

Successful management of post-disaster reconstruction projects (PDRPs) can ensure the efficient use of resources and lead to improved outcomes. The literature on PDRP management is yet in its embryonic stage and systematic research efforts are necessary to address the topic. Paper compares the challenges faced in conventional projects to those in PDRPs according to project management knowledge areas, through an analytical evaluation of the interdependencies between different areas of expertise. A descriptive-exploratory research was designed and qualitative data from interviews with 11 managers with PDRP experience from different countries were analysed. Cause-and-effect relationships between the factors leading to ‘frequent changes in scope,’ ‘time overruns,’ ‘cost overruns,’ and ‘low quality’ were identified. Outputs suggest that managing stakeholders, risks and communications appears critical to cope with an evolving scope, while procurement management has a significant impact on project outcomes due to resource scarcity.

ISO 21500 and success management: an integrated model for project management

PurposeProjects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.Design/methodology/approachTo develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.FindingsThe result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.Research limitations/implicationsThe integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.Originality/valueThe integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. 
 Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success.
 Jell Classification: H43; O22

Developing e-maturity model for municipal project and program management system

The role and importance of information and communication technologies (ICT) in city management are analyzed. It is substantiated that the digital component of municipal management is an important element of a sustainable city and ensures the expansion of citizens’ access to basic services. Modeling the assessment of the electronic maturity of the management office of municipal digitalization projects is considered through the prism of the technological maturity model of I. Kendall and K. Rollins. A matrix for assessing the electronic maturity of municipal e-projects, represented by project management knowledge areas and digital ICT characteristics of electronic maturity, has been developed. The results of digital maturity modeling are discussed on the example of the Municipal e-Project Management Office (PMOеМ). Eight levels of PMOеМ maturity are proposed: «I – PMOеМ is able to effectively implement information service projects»; «II – PMOеМ analyzes the organizational aspects of the online services of the municipality»; «III – PMOеМ develops ways to effectively implement online services»; «IV – PMOеМ requires a high level of e-government maturity, opening «fast access» of citizens to e-services»; «V – municipality staff as members of the project team (PMOеМ) ensures the progress of functional efficiency of city smart services»; «VI – PMOеМ is able to provide the vast majority of municipal services using ICT tools»; «VII – PMOеМ provides an expanded range of smart services»; «VIII – all municipal services are provided under the maximum mainstreaming of ICT». The proposed assessment tool will allow the PMOеМ directorate and the top management of IT organizations to conduct a self-assessment of progress in the digital management of municipal e-projects, e-programs and select the actions necessary to move to a higher level of e-maturity.