Use Of Project Management Practices Research Articles

Development of project management practice in hotels of Kazakhstan

Project management is not only a tool for achieving business goals, but also a mechanism for strategic development of the company. This is due to the fact, that the achievement of strategic goals in any area is directly related to the effective implementation of individual projects. In the framework of the study, the development of project management practices in the hotel business is evaluated using the project management maturity model. It is revealed that the use of project management practices in Kazakhstan hotels lags behind hotels of international chains.

FOSTERING A SUSTAINABLE SOCIETY BY INTRODUCING PROJECT MANAGEMENT PRACTICES

This conceptual article has as main aim described the project management as a factor to improve the sustainability of society. To do so, it is necessary to understand the project attributes and the changes in perspectives when adopting project management as a practice to promote sustainability. The discussion proposed here uses a heuristic method searching for patterns in the academic literature and in organizations to build arguments that can aid in the dissemination of project management practices. It is worthy to notice that it is not our intention here to deal with these issues in depth, but to encourage a discussion so that issues can be raised and solutions can emerge. Then, in addition to the question of sustainability in project management, we also added a discussion about the incorporation or greater stimulus to the use of project management practices in the public segment. There is a risk of being superficial in the discussion presents here, but the reason to integrated several contents is because it is not possible to describe a more sustainable society without addressing all segments.

Investments in information systems and technology in the healthcare: Project management mediation

Healthcare organisations must improve their business practices and internal procedures in order to answer the increasing demand of health professionals and the general public for more and better information. Hospitals invest massively in information systems and technology (IS/IT) in the hope that these investments will improve healthcare and meet patients’ demands. The main objective of our research is to study how organisational maturity, enhanced by investments in IS/IT, project management and best practices, leads to successful projects in public healthcare organisations. The rational of our model is that organisational maturity has a positive effect on IS/IT project success, and that this success is also positively enhanced by the use of project management practices. We emphasise that this combination of approaches can increase the effectiveness of projects. Furthermore, it can also improve the confidence that the results of investments will meet stakeholders’ expectations.

Projects with internal vs. external customers: An empirical investigation of variation in practice

The purpose of this paper and the research programme of which it is part is to empirically investigate variations in project management practice. The research is based on the analysis of an extensive dataset containing information on the extent of use of a large number of practices and contextual variables related to organisational contexts and project characteristics. The paper focusses on the effects of the difference between projects with internal and external customers, which have been shown to be an important characteristic of the project context. A distinction is made between the extent of use of project management practices and the effect of variation in the extent of use on project performance, which are shown to be very different both conceptually and empirically.

Do project managers practice what they preach, and does it matter to project success?

Organizations increasingly use projects to achieve business objectives but report that results often fall short of goals. A number of formal standards for managing projects have been developed intending to improve such project outcomes. However, research examining this assumption is scarce and has yielded mixed results. This paper presents the development and use of a set of metrics for assessing the use of project management (PM) practices in an empirical assessment of the relative use of different practices, and the link between the use of those practices and project success. Our analysis shows widely varying usage of different PM practices and differences in use depending on the context of the project. Further, our study indicates that the level of use of PM practices is indeed related to project success. Finally, the results suggest that the PM practices that make a difference may not be the most frequently used.

How Generic are Project Management Knowledge and Practice?

Project management knowledge and practice are often considered to be generic and suitable for standardization. However, projectsare also viewed as fundamentally unique pieces of work. This paradox of project uniqueness lies atthe heart of project management. This paper discusses this tension between uniqueness and similarity, before reporting on the results of a series of assessments of practitioners' project management knowledge and use of project management practices. Results are analyzed across countries, industry sectors, and application areas, and interpreted in relation to the ongoing development of standards for project management.

Greed and Corporate Failure – The Lessons from Recent Disasters

PurposeThis paper aims to examine the use of project management practices in small high‐technology firms and to identify what contributes to project success.Design/methodology/approachThe results presented in this paper are based on a survey of Irish high‐technology small‐to medium‐sized enterprises (SMEs). A questionnaire was distributed to over 200 organisations via e‐mail and a response rate of 20 per cent was achieved.FindingsResults suggest that the existence of a project manager and the use of project planning significantly contribute to project success. Control for projects resides primarily with owner‐managers and achieving quality standards is a significant success criterion. Additionally, having clear goals/objectives and top management support are identified as the most important success factors in the firms surveyed.Research limitations/implicationsThis paper presents the findings of an initial investigation into the management of projects within SMEs. The study has been limited by the number of respondents and also by the use of a survey as a research instrument. Further research to develop a deeper understanding of how projects are managed in SMEs and how project success can be improved would require a more varied research methodology.Practical implicationsFindings suggest that project management tools and techniques are being used to a limited extent by high‐technology SMEs. Analysis suggests that the employment of a project manager and the implementation of project planning techniques are likely to contribute to the overall success of projects. SMEs also strongly believe that past experiences are a vital factor in implementing effective management procedures and determining future success.Originality/valueWhile most research into the use of project management has concentrated on practices within large firms, there has been a lack of investigation into project management in small firms as addressed by this paper.

Project management tools and techniques in high‐technology SMEs

PurposeThis paper aims to examine the use of project management practices in small high‐technology firms and to identify what contributes to project success.Design/methodology/approachThe results presented in this paper are based on a survey of Irish high‐technology small‐to medium‐sized enterprises (SMEs). A questionnaire was distributed to over 200 organisations via e‐mail and a response rate of 20 per cent was achieved.FindingsResults suggest that the existence of a project manager and the use of project planning significantly contribute to project success. Control for projects resides primarily with owner‐managers and achieving quality standards is a significant success criterion. Additionally, having clear goals/objectives and top management support are identified as the most important success factors in the firms surveyed.Research limitations/implicationsThis paper presents the findings of an initial investigation into the management of projects within SMEs. The study has been limited by the number of respondents and also by the use of a survey as a research instrument. Further research to develop a deeper understanding of how projects are managed in SMEs and how project success can be improved would require a more varied research methodology.Practical implicationsFindings suggest that project management tools and techniques are being used to a limited extent by high‐technology SMEs. Analysis suggests that the employment of a project manager and the implementation of project planning techniques are likely to contribute to the overall success of projects. SMEs also strongly believe that past experiences are a vital factor in implementing effective management procedures and determining future success.Originality/valueWhile most research into the use of project management has concentrated on practices within large firms, there has been a lack of investigation into project management in small firms as addressed by this paper.