Project Management Standards Research Articles

دور المعايير الدولية لإدارة المشاريع في زيادة جودة المشاريع بالتطبيق على الشركات الدولية في المملكة العربية السعودية

The study aimed at determining the impact of projects and the extent of its international project management standards, which helps to achieve the quality of the project as a competitive advantage indicator. And to identify the role of international standards for project management and its impact on increasing project quality in international institutions in Saudi Arabia. The research was adopted on the descriptive approach, which depends on the phenomenon and analyzes, and take advantage of the various phenomena to reach the generalization and modifications of the study community and adopted the study on the questionnaire as a student. The success of the project is primarily depending on an effective management and monitoring of all activities for the project

Development and Improvement of Celebrity Foundations in China

As a form of contemporary philanthropic organizations, celebrity foundations have emerged as a new entity in the field of social charity. Supported by the personal identity and influence of celebrities, the development of celebrity foundations is significantly influenced by their fame and impact. Compared to traditional foundations, celebrity foundations possess broader influence and quicker fundraising capabilities. However, Chinese celebrity foundations also encounter challenges during operation, such as excessive reliance on celebrity effects, insufficient management capabilities, lack of transparency, and insufficient specialization. In response to these challenges, celebrity foundations should improve in the following aspects: firstly, celebrity foundations should moderately separate from celebrities and establish their own brand and credibility. Secondly, internal governance structures need further enhancement, with increased supervision and standardization of fund utilization and project management, as well as collaboration with professional teams to provide more specialized support for celebrity foundations. Lastly, talent recruitment and cultivation should be emphasized to establish a specialized team belonging to the foundations brand, thus enhancing the foundations management level and operational efficiency.

Development and Improvement of Celebrity Foundations in China

As a form of contemporary philanthropic organizations, celebrity foundations have emerged as a new entity in the field of social charity. Supported by the personal identity and influence of celebrities, the development of celebrity foundations is significantly influenced by their fame and impact. Compared to traditional foundations, celebrity foundations possess broader influence and quicker fundraising capabilities. However, Chinese celebrity foundations also encounter challenges during operation, such as excessive reliance on celebrity effects, insufficient management capabilities, lack of transparency, and insufficient specialization. In response to these challenges, celebrity foundations should improve in the following aspects: firstly, celebrity foundations should moderately separate from celebrities and establish their own brand and credibility. Secondly, internal governance structures need further enhancement, with increased supervision and standardization of fund utilization and project management, as well as collaboration with professional teams to provide more specialized support for celebrity foundations. Lastly, talent recruitment and cultivation should be emphasized to establish a specialized team belonging to the foundations brand, thus enhancing the foundations management level and operational efficiency.

The evolution of the project management competence concept – A systematic literature review

This research aims to get closer to the definition of project management (PM) competence and understand its models by conducting a systematic literature review (SLR). The focus of this study is on the individual level PM competence of the project manager and the project team members. The paper introduces the competence models of the most important project management standards, which provide a guideline for professionals and serve as a base for the different PM qualifications. The literature review reveals which PM competence groups and elements have become the focus of attention in certain periods, which new competences have been uncovered, how the concept models have changed (in their professional content and regarding their structure), and how these results could be built into the upcoming standards and how they could shape the concept of project management competence in the future and serve as a basis for new research.

Проектная деятельность в органах государственной власти. Национальный проект «Безопасные качественные дороги» и его положительное влияние на обновление парка дорожно-строительной и дорожно-эксплуатационной техники в Российской Федерации

A brief history of the implementation of project activities in the Russian Federation, the standards of project management in the world, the differences between project and process activities, the structure of the program and project management approach in the Russian Federation are described. Analytical data on the introduction of kilometers of highways in the period from 2019 to 2024, provided for by the programs of road activity of the subjects of the Russian Federation within the framework of the national project "Safe high-quality roads" in the context of types of work, are presented, and four distinctive features of project activities in the Russian Federation are described.

Разработка инструментов поддержки системы управления проектами цифровой трансформации предприятия на основе больших данных

In the context of the digital economy development and the transition to the data economy, it is necessary to work out iteratively the strategy of digital transformation of the enterprise on an ongoing basis, as well as optimize the digital project portfolio to achieve strategic business goals and obtain new quality and value of the business model and business processes due to the digitalization advantages. The study identifies the directions for the formation of a management system model that correspond to modern trends in enterprise digitalization and intellectualization based on approaches, tools and standards of project management. The conducted theoretical research allowed developing a set of tools that includes a conceptual model of the digital transformation project management system, a methodology for evaluating the effectiveness of the analytical subsystem for managing digital transformation projects based on big data and a generalized model for forming a strategy for managing digital transformation projects of an enterprise. The proposed authors’ methodology for evaluating the effectiveness of the analytical subsystem for managing digital transformation projects based on big data can be used as one of the tools for assessing the digital maturity of an enterprise and the level of use of big data tools in management. This will allow identifying problem areas for the development of a management system based on big data, as well as reasonably forming an analytical infrastructure for digital transformation corresponding to the transition towards the data economy. The developed conceptual model of the digital transformation project management system is aimed at forming an effective portfolio taking into account risks, the external and internal context of the enterprise, and includes a mechanism for choosing an approach (flexible, classic, hybrid) to managing digital transformation projects.

Which project management knowledge areas do SME’s managers value the most? - The case of Lourinhã municipality

SMEs play a significant role in economic activity through employment, innovation, and growth, undertaking projects as an engine to survive. However, project management standards are considered bureaucratical for those environments of scarce resources where the manager usually act as project manager. Therefore, due to unfamiliarity or resource constraints, managers may perform the processes they are most familiar with or that are easier to perform instead of those with a higher impact on project success. Hence, this study aims to understand the degree of knowledge, importance, and extent of use of each knowledge area to the SMEs managers in Lourinhã municipality in order to provide training guidelines to foster the development of the region’s SMEs. Quantitative research was undertaken with a survey for the empirical research. Results show a nescience regarding Project Management; that areas with a strong link to costs are prioritized; and that SMEs managers learn and understand the importance of project management practices mainly by applying them. Introductory level workshops and the creation of entity to support managers on project management practice were proposed.

IMPACT OF PROJECT MANAGEMENT METHODOLOGY ON PROJECT MANAGEMENT SUCCESS IN THE SRI LANKAN CONSTRUCTION INDUSTRY

The main objective of this study is to assess the impact of project management methodology (PMM) on project management success (PMS) of the construction industry in Sri Lanka by developing a new model to the existing body of knowledge and to contribute some practical aspects to the project management practitioners. Accordingly, the conceptual framework was developed with the theoretical support of the Contingency theory. The researcher-administrated questionnaires were distributed under a one-time survey strategy and 381 respondents were used for analysis. According to the nature of the study, the widely used Structural Equation Modelling technique (SEM) was used to analyze the data, and SmartPLS Version 3 was used as the tool found that all three project methodologies are impacting significantly on Project Management Success with Standard Project Management Methodology (SPMM) being the strongest followed by Customized Project Management Methodology (CPMM) and Inhouse Developed Project Management Methodologies (IPMM). The findings of this study show that 39% of the variation in project management success is explained by the project management methodologies.

Exploring the Importance and Countermeasures of Construction Management of Water Conservancy Projects

This article aims to explore the importance of construction management in water conservancy projects and the strategies to address challenges. The second part emphasizes the significance of construction management in water conservancy projects, including improving project quality and safety, scheduling construction progress effectively, controlling costs and resource utilization, and ensuring environmental protection and sustainable development. The third part lists major challenges faced in water conservancy construction management, such as technical issues, land use and acquisition problems, financial and human resource management, as well as environmental protection and ecological balance. The fourth part presents strategies to address these challenges, including strengthening project management systems and standards, enhancing technological research and innovation, establishing sound regulatory mechanisms and legal frameworks, improving personnel training and management, and strengthening communication and collaboration with communities and stakeholders. In conclusion, the importance of construction management in water conservancy projects lies in ensuring project quality, safety, and progress. To address challenges, appropriate strategies should be implemented to continuously improve and innovate.

HUMAN CAPITAL EVALUATION CRITERIA IN THE CIVIL SERVICE SYSTEM USING PROJECT MANAGEMENT STANDARDS

This article examines human capital, its nature, project management mechanisms and criteria for evaluating it. Based on the tasks of the civil service before the state today, the factors of its development and efficiency improvement based on the human-oriented principle have been analyzed. The importance of project management standards in this field is justified.

Forms of Knowledge Transfer in IT Project Management

This qualitative research study explores the experiences of project managers in IT projects, using an investigative approach to explore the intricacies of knowledge transfer in these contexts. The research framework emphasizes the complexity of social dynamics and the need for a deeper understanding, prompting the use of qualitative methods. Expert interviews were chosen as the primary data collection technique due to their alignment with the research objectives. The study adopts an exploratory perspective, with online interviews conducted using a co-expert approach. The philosophical stance of the study is based on phenomenalist principles and aims to gain insights into the personal experiences of project managers. The experts selected for the study met specific criteria, including certification and experience in IT project management. Thematic analysis revealed key categories: Forms of knowledge transfer, challenges, and opportunities. Personalized spontaneous knowledge transfer emerged as the dominant form, facilitated by informal interactions, and efforts to codify this knowledge in a documented form were observed. Challenges included issues of quantity, distribution, team dynamics, technology platforms, organizational culture, and time constraints. Successful knowledge transfer was associated with increased efficiency, improved quality, faster project completion, and continuous improvement of methods and standards. The study suggests that project-based organizations should develop strategies to improve knowledge transfer, incorporate it into project management standards and focus on facilitating effective communication between team members.

Managing the Multi-project/Programme Environment

Resources management plays significant roles during the project management process. For the different types of project, which includes project, programme and portfolios, the methods implemented of resources management are various. Based on this background, this study aims to investigate the similarities and differences of implemented resources management strategies for different types of projects. To achieve the objective of this research, it is necessary to indicate the stages of resources management, and compare the collected information of the key points in each stage. There will also be an analysis of an in-module exercise, which provided an example to readers to have a comprehensive and clearly understanding of how the resources management works. The unique value of this research lies in the detailed illustration of the normal method of resources management and it also provided recommendations for project managers to improve their governance standards for project management (Alies, 2015).

Experiences with Lessons Learned Method in it Projects

The project manager plays a central role in project integration and successful project completion. Leadership skills, especially knowledge-based leadership skills, are critical to project success as they enable the effective creation, sharing and use of knowledge. Project managers’ social cognitive, interpersonal and strategic skills contribute to effective knowledge sharing. The Lessons Learned method is generally recommended for knowledge transfer in projects, but its effectiveness and implementation are controversial. The aim of this study is to investigate project managers’ experiences with the Lessons Learned method in IT project management. The focus is on how these experiences influence knowledge transfer in IT projects. A qualitative research design was used to gain insight into the experiences of project managers. Eleven experts responsible for IT projects were interviewed in guideline-based expert interviews. The collected data was analysed using content structuring qualitative content analysis. The study found that project managers are responsible for knowledge transfer, but often do not perceive this task. Different perceptions of knowledge transfer methods were observed between traditional and agile training. The Lessons Learned approach showed unsatisfactory results and project managers defined their own methods. To improve knowledge transfer, project management standards should include clear tasks and support decision making. Generic models need to be integrated in the project management standards to ensure consistent approaches in practice.

Standardization of Project Management Practices of Automotive Industry Suppliers

This paper deals with the issue of standardization of project management (PM) practices of development activities of automotive industry suppliers. Development activities are critically important for ensuring the final quality of the developed products and related production systems while keeping the target costs. The key to their successful management is considered the use of modern PM practices. In order to represent the current best practices and to be apparent and transparent, the PM practices must be properly standardized. A comprehensive branch standard of PM in automotive industry is however missing. In order to fill the gap in the current state of knowledge, consecutive steps of standardization were defined. This article describes one of the initial steps, a systematic literature review of existing resources that could serve as a valuable basis for standardization. The results show that general PM standards are suitable for treating the quality of project processes and branch PM standards of automotive industry for treating the quality of project product – manufacturing processes of automotive suppliers. The paper discusses the individual methods within both groups in more detail and recommends what purpose they are suitable for.

Standardization of project management in the context of digitalization

Standardization of project management in the context of digitalization

Sustainability Interventions of Construction Project Managers—Establishing a Minimum Baseline

The implementation of higher standards for sustainability presents a challenge to the construction industry. Sustainable construction guidelines often emphasize the outcomes of a project rather than addressing the sustainability aspects of its delivery, management, and governance processes. Project management standards and frameworks recognize the significance of sustainability. However, they lack practical instructions for project managers on effectively integrating sustainability into their project management practices. This study addresses this gap in the literature by investigating the perceived effectiveness and ease of sustainability interventions, with the aim of developing a ‘minimum baseline’ set of interventions that managers of construction projects can make in order to develop more sustainable projects. From the existing literature, 42 sustainability interventions by a project manager were derived. A quantitative survey-based research approach utilizing a self-administrated online questionnaire was employed to assess their effectiveness and ease of implementation. The questionnaire was distributed to the project managers worldwide, and valuable input was received from 105 respondents globally. The findings indicate that a minimum baseline of interventions can be formed with ten interventions that focus on the themes of communication, guidelines and regulations, and the supply chain. By revealing this minimum baseline, the study provides practical guidance for project managers of construction projects and fills the gap in the literature regarding the lack of a practical framework for improving sustainability in construction projects.

In Search of Project Management Principles

The objective of this article is to determine whether a set of project management principles can be identified to serve as a common framework for developers and publishers of project management standards and guides. Twenty-two project management standards and other consensus documents were reviewed, revealing a common understanding across the globe of the requirements for effective project management. Potential statements of principles were extracted and clustered into four categories. The validated principles identified in each category were rewritten in a prespecified, consistent form. The resulting set of 12 principles should serve as a common basis for future standards and guides.

Qualitative Study of the Practices Used in the Implementation of the Quality Management System Within Moroccan Companies

Abstract The objective of this article is to show that project management practices present key success factors for implemented a Quality Management System (QMS) in Moroccan companies. In general, the organizations seem to look at the implementation of a quality management system as a project and they employ standard project management tools, albeit to a different extent and in different ways. Following a qualitative study in Morocco, the companies, whatever their sector of activity and size, use different practices in the framework of the project QMS. Information was collected from practicing managers. The data analysis shows that project management practices present a great opportunity for the successful implementation of QMS within Moroccan companies.

Features of research project management in European higher education institutes

ABSTRACT Strong project management is increasingly recognised as essential to achieve impactful outcomes in externally-funded research projects hosted in Higher Education Institutes (HEIs). However, the characteristics of research project management, and how it differs from project management in other environments, have not been sufficiently explored. Key factors in research projects lead us to question the applicability of standard project management methodologies, and to explore optimum organisational approaches to project support. In this paper, from a practitioner perspective we consider the factors that influence forms of research project management and prior literature on the topic. We report on the results of a survey of project management modes and maturity undertaken among research project management professionals in EU, EEA and UK HEIs. Insights derived from the results provide a better understanding of how organisational research project management is currently implemented, and identify avenues for improvement, increasing fundamental understanding of this emerging professional domain.

PMBOK 6th meets 7th: How to link both guides in order to support project tailoring?

Project Management is evolving more rapidly than ever[1]. Driven by the progress in new technologies and the emergence of agile methodologies, organizations such as the Project Management Institute (PMI) reviewed their Project Management Standards to reflect on this phenomenon. In its latest edition, the Project Management Body Of Knowledge 7th[1] (PMBOK), gather the largest number of evolutionary [2] and a disruptive approach based on Principles and focuses on emerging trends such as tailoring, to enhance value delivery through project results[3][4][2]. Nevertheless, the PMI states that this new release does not invalidate previously published versions of PMBOK. However, the coexistence of these two perspectives may initially be an unclear subject for managers and teams, used to a process-oriented [5].This research studied the relationship between PMBOK 6th[5] and PMBOK 7th[1] and the importance of their connection applied to project tailoring and value creation, through a model that relates concepts from PMBOK 7th[1] (Methods, Models and Artifacts and Performance Domains) and the PMBOK 6th[5] (Processes).