Project Management Life Cycle Research Articles

Life-Cycle Cost Analysis of Public Rental Housing

The cost of public rental housing depending on the view of life-cycle has been studied. The construction project life-cycle cost management paradigm consider both of the cost in construction period and the cost in operation period was proposed. The proposed construction of projects cost includes not only the cost of funding sense, should also include environmental costs and social cost. By reducing life-cycle cost of public rental housing, maximize the project value, so the economy and people's livelihood can truly improved.

Project Management Assurance

CIOs are increasingly held responsible for generating a positive return on IT project investment. As a result, there is great interest for devising ways to assure successful project outcomes. By assessing the project throughout its lifecycle there is an increased chance of achieving success because potential risks can be identified and addressed before it is too late. In this paper, we introduce and describe the idea of project management assurance (PMA). We define project management assurance (PMA) as a set of assurance activities that are integrated with the IT (information technology) project management lifecycle. An internal group, independent of the project team, performs the assurance activities, which includes continual review of control mechanisms to assure adherence to standards, best practices and procedures. The objective of the PMA process is to assure project success by reducing risk, continuously assessing internal project controls, and improving overall project quality while conforming to the stated schedule and budget requirements.

Storytelling for project knowledge management across the project life cycle

Project organizations face the problems to manage knowledge embedded in various projects because of the uniqueness and short-term orientation of most projects. Therefore, project knowledge management is regarded as an important approach to building competitive advantages. This paper aimed to examine the application of storytelling as an effective and inexpensive mechanism for managing project knowledge. The study was conducted with the project management office from the Tax Administration and Reform Automation (TARA) program in Iran. A questionnaire survey was used to analyze the storytelling applications in the projects of the TARA program. Based on the result, a conceptual framework of storytelling was proposed for integration into the project management lifecycle.

Advancing project management: authenticating the shift from process to ‘nuanced’ project-based management in the ambidextrous organization

In this article, we recognize the ambidextrous nature of organizations, and use this concept to analyze the changing nature of the understood project management paradigm. Specifically, the ambidextrous nature of the modern organization explores and leverages both exploitation of existing processes, frameworks, and structures, and the exploration of new ways of achieving tasks and activities, embracing improvisational and nonroutine activity, as well as the more rigid and documented process-based activity embedded in organizational procedures. Initially, we examine the emergence of new and novel developments within both the processual and the behavioral domains within project-based management. A discussion follows that focuses on the relevance and importance of those developments from both areas and the likelihood of their influencing or contributing to a new and improved project management paradigm. Management by projects is an interesting developing field, and one that is growing in influence. The analysis we undertake points toward the emergence of a new project management paradigm, which reflects a distinct shift from the understood project management life cycle, toward a model where planning and execution merge into a more “organic” archetype, requiring skills and techniques that are advancing the required skill set of the competent project manager.

Assessing Project Management Maturity in Africa: A Ghanaian Perspective

The level of project management awareness and recognition of the standards and knowledge sharing among professionals is on the rise. Despite this many projects continue to fail. Ameliorating project failure requires project management maturity among practitioners. Project management maturity is the progressive development of an enterprise-wide project management approach, methodology, strategy, and decision-making process. To ascertain the level of maturity among project oriented organisations in Ghana the following research questions were raised: Is the concept of PM maturity understood in Ghana? What are Project Management Maturity levels in Ghana? What maturity models are in use? Are there differences in project management maturity levels in industries in Ghana? The study was exploratory in nature and utilized a questionnaire survey method to collect data on project management Maturity in Ghanaian organizations. Purposive sampling was used to select a sample of 200 managers from different economic sectors. The findings showed that differences exist in the current project management maturity levels across each phase of the project life cycle for all organisations. The study also showed that most of the practitioners expect their respective organisations to attain higher levels of project management maturity (PMM) albeit at various levels. Organisations operating in the non-profit (NGO) category exhibited relatively higher levels of maturity compared to the other categories of organisations in all the five phases of the project management life cycle. Firms in the public sector of Ghana recorded low levels of maturity in most of the phases of the project management life cycle. This may be attributed to the low level of project management expertise in the sector, with possible dire consequence to the country’s development since the public sector accounts for a large percentage of projects executed in Ghana. Overall, the findings seem to indicate that project management maturity occurs in phases; PM maturity does not occur as an event but is an ongoing process that is interlinked. The implication therefore is that organisations cannot claim to be mature in one area and neglect the other; it becomes imperative for project implementing organisations in Ghana to strive to attain maturity in all the five phase of the project management life cycle in order to attain the full benefits of the projects they implement.

Technology transfer of hand pumps in rural communities of Swaziland: Towards sustainable project life cycle management

The research summarised in this paper explored the reasons behind the high failure rates of hand pumps from a technology transfer perspective, by examining the existing hand pump technology transfer practices and procedures in Swaziland where over 3000 hand pumps were installed and about 60% are not working. The research determined that there is a lack of proper, structured and sustainable knowledge sharing practices among the main stakeholders, suppliers, providers, users, and the government. It was observed that operations and maintenance, knowledge management, and the integration of a project life cycle management approach were crucial elements for the sustainability of hand pump-based rural water supply projects. Users have little involvement throughout the project life cycle; they do not know where and how to access parts, the majority of the areas do not have trained technicians, and government does not have stock for parts. There is poor communication between the users and suppliers, which is critical for product improvement and product support. It is therefore necessary to have a balanced focus on resource allocation for a hard and soft technology transfer process. A maintenance model resulting from the study aims to provide for practical co-ordination involving all the major stakeholders. Its objective is to establish a sustainable institutional support system through a public/private partnership.

Appreciating the Complexity of Project Management Execution: Using Simulation in the Classroom

ABSTRACTAs the popularity and importance of project management increase, so does the need for well‐prepared project managers. This article discusses our experiences using a project management simulation in undergraduate and MBA classes to help students better grasp the complexity of project management. This approach gives students hands‐on experience with many facets in the project management life cycle and provides them with feedback on their performance as project managers. This article provides an overview of the simulation exercises, guidance for classroom integration, and evidence of effectiveness.

Study on the Value Chain System and the Operation Mechanism of the Service Enhanced Construction

The innovative value chain system and the operation mechanism were studied of the service enhanced construction. In the service enhanced construction era, value chain innovation system includes orientation system integration services, full life cycle project management and engineering general contracting system. The service enhanced construction needs perfect construction market environment, the trust and sharing information in business, coordinated management and knowledge management, to reconstruct the value chain system, to achieve the structural adjustment of the construction industry and to improve the core competitiveness of enterprises.

Project Management Simulation Portal

Simulation, in the context of Project Management teaching / learning process, has been described as an effective way to achieve better outcomes. There are already some tools developed to simulate the management of technical work. Still, project management is much more than dealing with technical tasks. The system developed aims to sustain the process of teaching / learning the subject of project management in a broad range. When compared with other work in the field, there are two aspects that stand out from the product described in this paper: (1) the use of the Web to enhance the interaction between the agents involved in the teaching / learning process, and (2) the variety of skills considered in the system. More than focusing on a small set of processes dealing with technical work management, the solution presented here involves nearly the full project management life cycle. This paper proposes a simulation system for Project Management, based on the Web environment (Project Management Virtual Environment). It also presents the process of the system's construction and describes its features.

Project management in a disaster A Sri Lankan study

The discipline of project management has surfaced ever so significant in Sri Lankan context, particularlywith the recent devastation caused by the tsunami in December 2004. Subsequently, disastermanagement agencies including the Government of Sri Lanka (GOSL), local and international Non-Governmental Organizations (NGOs), private sector agencies, and voluntary parties were seen as themajor actors in different stages of the disaster management cycle through 'post-tsunami projects'.Thus, there is a visible linkage between the stages of the cycle and the discipline of project management,Following the catastrophe, disaster recovery, relief, mitigation and re-construction projects wereundertaken by the aforesaid agencies with the view of minim izing the adverse impacts infl icted uponthe affected in the country. In line, this study discusses the spectra that project management in acalamity differs from those under general circumstances.The research site was a temporary camp (Rejjipura camp of displaced families) established atHikkaduwa divisional secretariat in Galle district All the project components implemented by thedisaster management agencies were empirically studied from the project management perspective.The adopted methodology was entirely qualitative, and interviews with the members of the projectteams, observations, and field participation were used as primary sources of data. Accordingly, thestudy revealed that projects undertaken to improve quality of life of the affected in the camp weretripartite; projects on livelihood development, temporary shelter and camp management. Similarly, itwas found that project management in a disaster differs, especially in terms of skills required byproject managers and Project Management Life Cycle (PMLC), from those required under ordinaryproject management situations. Though, under general circumstances PMLC is lengthier inclusive ofthe stages of identification; feasibil ity study; planning; implementation; delivery and post-evaluation, inthe Sri Lanka calamity, it was shorter and immediate. Equally, PMLC comprised situation analysis(instead of deep identification surveys), visualization (instead of visioning) and implementation.Finally. the study proposes that in any disaster, project managers should possess skills on networking;coordination; visualization; effective communication; donor negotiation and conflict resolution in orderto effectively manage the situation with a clear understanding of the distinction between projectmanagement under normalcy and calamity.

Research on Process Management Innovation of Petroleum Drilling Engineering Project Based on Life-Cycle in China

Since the beginning of the 1980s, project management has been gradually implemented within China's petroleum drilling engineering. Recently, achievements have been made in the institutionalization, routinization and standardization of project management in petroleum industry. The sustainable development of petroleum enterprises has been ensured by process management, which based on the entire life-cycle of drilling project. In this paper, the life-cycle of large-scale petroleum engineering project has been analyzed. And relations between project life-cycle and project management process have been elaborated. Furthermore, the process management based on the entire life-cycle of drilling project has been established. The author believes that process management would be beneficial to the overall efficiency of oil and gas exploration and development.

Integrated Risk Management Based on Life Cycle of Engineering Project

Risk management is the key factor to projects success, while the integrated risk management based on the life cycle of engineering project is an inevitable trend. With project lifecycle management and integrated thought as theoretical basis, this paper has introduced some related concepts about the integrated risk management based on the life cycle of engineering project, constructed the risk management model based on the PRAM (project risk analysis and management) method, and has discussed integrated management of project risk, combined with the characteristics of modern engineering projects.

Study on the Engineering Management Information System

There is advanced construction technology and successful experience in engineering in the field of Chinese construction, but no project management information technology. Based on the full life-cycle theory, this paper has systematically expounded the core content of project management: management, service and innovation. Project management information system has been discussed, and related research trends summarized as follows: from study on the construction phase to study on the full life cycle project management information. It aims to provide a reference for China's construction industry project management information technology in order to improve the level of project management in China.

Ranking of delay factors in construction projects after Egyptian revolution

Time is one of the major considerations throughout project management life cycle and can be regarded as one of the most important parameters of a project and the driving force of project success. Time delay is a very frequent phenomenon and is almost associated with nearly all constructing projects. However, little effort has been made to curtail the phenomenon, this research work attempts to identify, investigate, and rank factors perceived to affect delays in the Egyptian construction projects with respect to their relative importance so as to proffer possible ways of coping with this phenomenon. To achieve this objective, researcher invited practitioners and experts, comprising a statistically representative sample to participate in a structured questionnaire survey. Brain storming was taken into consideration, through which a number of delay factors were identified in construction projects. Totally, ninety-nine (99) factors were short-listed to be made part of the questionnaire survey and were identified and categorized into nine (9) major categories. The survey was conducted with experts and representatives from private, public, and local general construction firms. The data were analyzed using Relative Importance Index (RII), ranking and simple percentages. Ranking of factors and categories was demonstrated according to their importance level on delay, especially after 25/1/2011 (Egyptian revolution). According to the case study results, the most contributing factors and categories (those need attention) to delays were discussed, and some recommendations were made in order to minimize and control delays in construction projects. Also, this paper can serve as a guide for all construction parties with effective management in construction projects to achieve a competitive level of quality and a time effective project.

Research on Organization Integration System towards Large and Complex Building Projects-From Life Cycle Perspective

The paper took large and complex building project as research object, using concept of life cycle project management theory, we proposed the organization integration system is the key factor to the success of life cycle project management after analyzing the basic principles of integrated management, project complexity and characteristics of building project organization integration. Based on the above, the paper studied the design and realization of life cycle organization integration system for large and complex project and established a three-tier model. Finally, the paper took the construction & facility project of 2010 World EXPO Shanghai China which the authors participated during the entire process as an example, rethought its organization integration system from life cycle perspective and makes reference for other projects.

Case Study on Critical Success Factors of Running Scrum

Agile development 12 principles, and adaptive project management life cycle model are applied to case study of J group, the critical success factors of running Scrum are identified as follows: 1) explicit the process of project management and a self-managing group with Scrum; 2) professional agile development and release capability; 3) building learning organization. J group as a pioneer Scrum agile software development practices, realizes the productivity of significant promotion and cost reduction, accelerates the product to the market, improves customer satisfaction and achieves a more transparent development process and higher predictive capability. The study aims to improve the success rate of the running Scrum.

Construction of a Web-based Project Management Simulator: Proposal, Process and Features

This paper proposes a model of a simulation system of Project Management based on the Web environment (Project Management Virtual Environment - PMVE), its features, and the process of its construction. This system aims to support the process of teaching/learning the subject of project management. When compared with other work in this field, there are two aspects that standout: the use of the Web to enhance the interaction between the agents involved in the teaching/learning process, and the variety of skills considered in the system. More than focusing on a small set of processes dealing with technical work management, the solution presented here involves nearly all of the project management life cycle. The description of this solution starts by presenting the context of the problem being solved, highlighting some of the features of the project management activity. Next, the conceptual perspective behind the construction of the system is presented, followed by the technological solution and respective features.

Factors causing cost variation for constructing wastewater projects in Egypt

Cost is one of the major considerations throughout the project management life cycle and can be regarded as one of the most important parameters of a project and the driving force of project success. Despite its proven importance, it is common to see a construction project failing to achieve its objectives within the specific cost. Cost variation is a very frequent phenomenon and is almost associated with nearly constructing all wastewater projects. Maintaining steady cost projection on wastewater projects had been recently an issue of serious concern, both to the client and project contractors. Cost deviation from initial cost plan had been prevalent on construction sites. However, little or no effort has been made to curtail the phenomenon, this research work attempts to identify, investigate and rank factors perceived to affect cost variation in the Egyptian wastewater projects with respect to their relative importance so as to proffer possible ways of coping with this phenomenon. To achieve this objective, author invited practitioners and experts, comprising a statistically representative sample, to participate in a structured questionnaire survey. Brain storming was taken into consideration, through which a number of cost variation factors were identified for constructing wastewater projects. Totally 52 factors were short-listed to be made part of the questionnaire survey and the survey was conducted with experts and representatives from private, public and local general construction firms. The data were analyzed using Relative Importance Index, ranking and simple percentages. It was analytically discovered that factors such as: (1) Lowest bidding procurement method; (2) Additional work; (3) Bureaucracy in bidding/tendering method; (4) Wrong method of cost estimation; and (5) Funding problems were critical for causing cost variation, while (1) Inaccurate cost estimation; (2) Mode of financing and payment for completed work; (3) Unexpected ground conditions; (4) Inflation; and (5) Fluctuation in prices of raw materials are also responsible. The study concluded with recommending, ensuring adequate and available source of finance, allocating sufficient time and funding the design phase while cost estimators should be aware of the problems, but must not allow to deflect them from their primary tasks, which must always use all data and time available to produce the best possible estimate, improve owner’s project management procedures, material bulk purchase, establishing fraudulent system of individual accountability to discourage stealing and other related vices, adequate planning by breaking project planning into short term achievable goals, medium term planning and long term planning, and through estimation process for projects cost calculations, with vigilant planning, keeping in view trends of inflation and depreciation factors, construction cost variation trends in wastewater projects with lead to smoother implementation and achievement of desired cost control. Also, this paper serves as a guide and reference for contractors and construction managers for more effective management in constructing wastewater projects to achieve a competitive level of quality and a cost effective project.

Advancing Project Management: Authenticating the Shift from Process to “Nuanced” Project-Based Management in the Ambidextrous Organization

In this article, we recognize the ambidextrous nature of organizations, and use this concept to analyze the changing nature of the understood project management paradigm. Specifically, the ambidextrous nature of the modern organization explores and leverages both exploitation of existing processes, frameworks, and structures, and the exploration of new ways of achieving tasks and activities, embracing improvisational and nonroutine activity, as well as the more rigid and documented process-based activity embedded in organizational procedures. Initially, we examine the emergence of new and novel developments within both the processual and the behavioral domains within project-based management. A discussion follows that focuses on the relevance and importance of those developments from both areas and the likelihood of their influencing or contributing to a new and improved project management paradigm. Management by projects is an interesting developing field, and one that is growing in influence. The analysis we undertake points toward the emergence of a new project management paradigm, which reflects a distinct shift from the understood project management life cycle, toward a model where planning and execution merge into a more “organic” archetype, requiring skills and techniques that are advancing the required skill set of the competent project manager.

Bridge information models for construction of a concrete box-girder bridge

Large construction projects involve collaboration among a large number of participants with different specialised knowledge from various construction processes. A readily accessible bridge information model is needed to enable engineers to innovate prefabricated bridge construction. Three-dimensional (3D) information models can include multi-layered information for different users such as designer, contractor and owner. A construction project life-cycle management system was suggested to integrate and to accumulate valuable information. In this paper, 3D bridge information models for an international concrete bridge construction project were built to integrate design and construction processes. The 3D bridge models were realised by considering work breakdown structure and product breakdown structure to enable digital mock-up and design enhancement and to shorten the learning time of construction engineers. The models were also utilised for the fabrication of precast box segments and for the geometry control during construction. Assessment from the construction director was discussed and additional usage of the bridge information models was suggested.