Search results for: Project Management.

Authors: Nedjima Mouhoubi, Souad Sassi Boudemagh

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In this article, and through the modernization project of metropolis of Constantine (PMMC) experience in Algeria, discussed to highlight the importance of management in an urban project at various levels: strategic and operational. The statement we attended to reach is to evaluate the modernization project of metropolis of Constantine in the light of management and prove the relation between a good urban management and the success of an urban project.

Keywords: Urban project, strategic management, operational management, the modernization project of Constantine.

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Authors: Hamimah Adnan, Norfashiha Hashim, Mohd Arif Marhani, Mohd Asri Yeop Johari

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The aim of this paper is to provide a better understanding of the implementation of Project Management practices by UiTM contractors to ensure project success. A questionnaire survey was administered to 120 UiTM contractors in Malaysia. The purpose of this method was to gather information on the contractors- project background and project management skills. It was found that all of the contractors had basic knowledge and understanding of project management skills. It is suggested that a reasonable project plan and an appropriate organizational structure are influential factors for project success. It is recommended that the contractors need to have an effective program of work and up to date information system are emphasized.

Keywords: Project management, success, contractors.

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Authors: Nedjima Mouhoubi, Souad Sassi Boudemagh

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In this paper, we will try to demonstrate the importance of the project approach in the urban to deal with uncertainty, the importance of the involvement of all stakeholders in the urban project process and that the absence of an actor can lead to project failure but also the importance of the urban project management. These points are handled through the following questions: Does the urban adhere to the theory of complexity? Does the project approach bring hope and solution to make urban planning "sustainable"? How converging visions of actors for the same project? Is the management of urban project the solution to support the urban project approach?

Keywords: Strategic planning, project, urban project stakeholders, management.

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Authors: Mohammad Reza Oftadeh

Abstract:

The purpose of the article is to describe project objective structure (POS) concept that was developed on research activities and experiences about project management, Balanced Scorecard (BSC) and European Foundation Quality Management Excellence Model (EFQM Excellence Model). Furthermore, this paper tries to define a balanced, systematic, and integrated measurement approach to meet project objectives and project strategic goals based on a process-oriented model. In this paper, POS is suggested in order to measure project performance in the project life cycle. After using the POS model, the project manager can ensure in order to achieve the project objectives on the project charter. This concept can help project managers to implement integrated and balanced monitoring and control project work.

Keywords: Project objectives, project performance management, PMBOK, key performance indicators, integration management.

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Authors: Abdelouahab Errida, Bouchra Lotfi, Elalami Semma

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In this paper, we try to address the topic of multiple change management by adopting an engineered research methodology, conducted within a Moroccan company during its implementation of several change projects that aim at improving its supply chain management performance. Firstly, we present the key concepts related to our research, namely change management, multiproject management and supply chain management. Then, we try to assess how the change management and multi-project management are applied in this company. Finally, we try to propose an approach that will help managers in dealing with multiple change projects. This approach proposes to integrate change management, project management and multi-project management for managing change projects according to three organizational levels: executive level, project portfolio level and change project level.

Keywords: Change management, multi-project management, project management, change portfolio, supply chain management.

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Authors: Farrokh J., Azhar K. Mansur

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There exists a strong correlation between efficient project management and competitive advantage for organizations. Therefore, organizations are striving to standardize and assess the rigor of their project management processes and capabilities i.e. project management maturity. Researchers and standardization organizations have developed several project management maturity models (PMMMs) to assess project management maturity of the organizations. This study presents a critical evaluation of some of the leading PMMMs against OPM3® in a multitude of ways to look at which PMMM is the most comprehensive model - which could assess most aspects of organizations and also help the organizations in gaining competitive advantage over competitors. After a detailed morphological analysis of the models, it is concluded that OPM3® is the most promising maturity model that can really provide a competitive advantage to the organizations due to its unique approach of assessment and improvement strategies.

Keywords: Project management maturity, project managemen tmaturity models, competitive advantage.

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Authors: F. Z. Eddoug, J. Benhra, R. Benabbou

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Excellence and Success are the ultimate goal for any project and in order to achieve it, every project manager looks for the convenient tools and methods. This work proposes a framework that seeks an efficient management of general project through a lean and agile approach. In order to get this objective, the article was divided in two stages, the first one was emphasized on exploring and analyzing the existing project management models and then in the second one the desired framework was created, beginning by focusing on seven existing models and then proposing for each phase of the framework the convenient lean and agile tools.

Keywords: Agility, hybrid project management, lean, scrum.

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Authors: E. Muneera, A. Anuar, A. S. Zulkiflee

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The evolution in project management was triggered by the changes in management philosophy and practices in order to maintain competitive advantage and continuous success in the field. The purpose of this paper is to highlight the practicality of cognitive style and unlearning approach in influencing the achievement of project success by project managers. It introduces the concept of planning, knowing and creating style from cognitive style field in the light of achieving time, cost, quality and stakeholders appreciation in project success context. Further it takes up a discussion of the unlearning approach as a moderator in enhancing the relationship between cognitive style and project success. The paper bases itself on literature review from established disciplines like psychology, sociology and philosophy regarding cognitive style, unlearning and project success in general. The analysis and synthesis of literature in the subject area a conceptual paper is utilized as the basis of future research to form a comprehensive framework for project managers in enhancing the project management competency.

Keywords: Cognitive Style, Project Managers, Project Success, Unlearning.

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Authors: Khamis Al-Gharbi, Said M. Gattoufi, Ali H. Al-Badi, Ali Al-Hashmi

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The case study presents the progression of a project management of Al-Shifa, a healthcare information system in Oman. The case study describes the evolution of the implementation of a healthcare information system tailored to meet the needs of the healthcare units under the supervision of the Ministry of Health (MOH) in Oman. A focus group methodology was used for collecting the relevant information from the main project's stakeholders. In addition reports about the project made available for the researchers. The case analysis is made based on the Project Management approach developed by the Project Management Institute (PMI). The main finding that there was no formal project management approach adopted by the MOH for the development and implementation of the herewith mentioned healthcare information system project. Furthermore, the project had suffered a scope creep in terms of features, cost and time-schedule. The recommendations of the authors, for the rescue of the project from its current dilemma, consist of technological, administrative and human resources development actions.

Keywords: Al-Shifa, Information system, Healthcare, Oman, Project Management.

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Authors: Hossein Amoozad Khalili, Anahita Maleki

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Normally business changes are made in order to change a level of activity in some way, whether it is sales, cash flow, productivity, or product portfolio. When attempts are made to make such changes, too often the business reverts to the old levels of activity as soon as management attention is diverted. Risk management is a field of growing interest to project managers as well as in general business and organizational management. There are several approaches used to manage risk in projects and this paper is a brief outline of some that you might encounter, with an indication of their strengths and weaknesses.

Keywords: Risk Management, Project Management, Scheduling, Planning

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Authors: Andrej Miklošík, Eva Hvizdová, Štefan Žák

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Many companies have switched their processes to project-oriented in the last years. This brings new possibilities and effectiveness not only in the field of external processes connected with the product delivery but also the internal processes as well. However centralized project organization which is based on the role of project manager in the team has proved insufficient in some cases. Agile methods of project organization are trying to solve this problem by bringing new view on the project organization, roles, processes and competences. Scrum is one of these methods which builds on the principles of knowledge management to drive the project to effectiveness from all view angles. Using this method to organize internal and delivery projects helps the organization to create and share knowledge throughout the company. It also supports forming unique competences of individuals and project teams and drives innovations in the company.

Keywords: agile software development, knowledge management, knowledge dissemination, project management, SCRUM

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Authors: M. Takhtravanchi, C. Pathirage

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In the construction industry, project members are conveyor of project knowledge which is, often, not managed properly to be used in future projects. As construction projects are temporary and unique, project members are willing to be recruited once a project is completed. Therefore, poor management of knowledge across construction projects will lead to a considerable amount of knowledge loss; the ignoring of which would be detrimental to project performance. This issue is more prominent in projects undertaken through the traditional procurement system, as this system does not incentives project members for integration. Thus, disputes exist between the design and construction phases based on the poor management of knowledge between those two phases. This paper aims to highlight the challenges of the knowledge management that exists within the traditional procurement system. Expert interviews were conducted and challenges were identified and analysed by the Interpretive Structural Modelling (ISM) approach in order to summarise the relationships among them. Two identified key challenges are the Culture of an Organisation and Knowledge Management Policies. A knowledge of the challenges and their relationships will help project manager and stakeholders to have a better understanding of the importance of knowledge management.

Keywords: Challenges, construction industry, knowledge management, traditional procurement system.

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Authors: Thamer Al-Rousan, Shahida Sulaiman, Rosalina Abdul Salam

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Risk management is an essential fraction of project management, which plays a significant role in project success. Many failures associated with Web projects are the consequences of poor awareness of the risks involved and lack of process models that can serve as a guideline for the development of Web based applications. To circumvent this problem, contemporary process models have been devised for the development of conventional software. This paper introduces the WPRiMA (Web Project Risk Management Assessment) as the tool, which is used to implement RIAP, the risk identification architecture pattern model, which focuses upon the data from the proprietor-s and vendor-s perspectives. The paper also illustrates how WPRiMA tool works and how it can be used to calculate the risk level for a given Web project, to generate recommendations in order to facilitate risk avoidance in a project, and to improve the prospects of early risk management.

Keywords: Architecture pattern model, risk factors, risk identification, web project, web project risk management assessment.

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Authors: H. Hussain, N. H. Mohamad

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Practical experiences have been one of the successful criteria for the Project Management course for the art and design students. There are series of events that the students have to undergo as part of their practical exercises in the learning context for Project Management courses. These series have been divided into few mini programs that involved the whole individual in each group. Therefore, the events have been one of the bench marks for these students. Through the practical experience, the task that has been given to individual has been performed according to the needs of professional practice and ethics.

Keywords: Practical experiences, project management, art and design students, events, programs.

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Authors: Yu-Cheng Lin

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Construction project control attempts to obtain real-time information and effectively enhance dynamic control and management via information sharing and analysis among project participants to eliminate construction conflicts and project delays. However, survey results for Taiwan indicate that construction commercial project management software is not widely accepted for subcontractors and suppliers. To solve the project communications problems among participants, this study presents a novel system called the Construction Dynamic Teams Communication Management (Con-DTCM) system for small-to-medium sized subcontractors and suppliers in Taiwanese Construction industry, and demonstrates that the Con-DTCM system responds to the most recent project information efficiently and enhances management of project teams (general contractor, suppliers and subcontractors) through web-based environment. Web-based technology effectively enhances information sharing during construction project management, and generates cost savings via the Internet. The main unique characteristic of the proposed Con-DTCM system is extremely user friendly and easily design compared with current commercial project management applications. The Con-DTCM system is applied to a case study of construction of a building project in Taiwan to confirm the proposed methodology and demonstrate the effectiveness of information sharing during the construction phase. The advantages of the Con-DTCM system are in improving project control and management efficiency for general contractors, and in providing dynamic project tracking and management, which enables subcontractors and suppliers to acquire the most recent project-related information. Furthermore, this study presents and implements a generic system architecture.

Keywords: Construction project management, Information System, Portal, Web, Small-to-medium enterprises.

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Authors: Mohammed Bilal, Noor Hyder

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Agile methodology is a popular project management methodology and is widely used in many engineering projects. In the recent years agile methodology is successful in countering the inherent problems seen in traditional methodology. The application of the Agile methodology in the computational fluid dynamic project had improved the project delivery performance. Computational Fluid Dynamics (CFD) is the method to solve and analyze the fluid flow problems by the application of the numerical analysis. In this paper, study is conducted using agile methodology and results are compared with waterfall methodology. The result shows that the agile methodology is improves the final delivery of the project.

Keywords: Agile methodology, traditional methodology, engineering management, engineering technology, Computational Fluid Dynamics, project management.

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Authors: Chun-guang Pan, Ying-wu Chen

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Risk response planning is of importance for software project risk management (SPRM). In CMMI, risk management was in the third capability maturity level, which provides a framework for software project risk identification, assessment, risk planning, risk control. However, the CMMI-based SPRM currently lacks quantitative supporting tools, especially during the process of implementing software project risk planning. In this paper, an economic optimization model for selecting risk reduction actions in the phase of software project risk response planning is presented. Furthermore, an example taken from a Chinese software industry is illustrated to verify the application of this method. The research provides a risk decision method for project risk managers that can be used in the implementation of CMMI-based SPRM.

Keywords: Software project, risk management, CMMI, riskresponse planning.

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Authors: Nnadi Ezekiel Ejiofor

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The study investigates the connection between strategic leadership and project management sustainability, with an emphasis on building projects Nigeria. The study set out to accomplish two specific goals: first, it sought to establish a link between creative project management and resource efficiency in construction projects in Nigeria; and second, it sought to establish a link between innovative thinking and waste minimization in those same projects. A structured questionnaire was used to collect primary data from 45 registered construction enterprises in the study area as part of the study's descriptive research approach. Due to the nonparametric nature of the data, Spearman Rank Order Correlation was used to evaluate the acquired data. The findings demonstrate that creative project management had a significant positive impact on resource efficiency in construction projects carried out by project management firms (r =.849; p.001), and that innovative thinking had a significant impact on waste reduction in those same projects (r =.849; p.001). It was determined that strategic leadership had a significant impact on the sustainability of project management, and it was thus advised that project managers should foresee, prepare for, and effectively communicate present and future developments to project staff in order to ensure that the objective of sustainable initiatives, such as recycling and reuse, is implemented in construction projects.

Keywords: Construction, project management, strategic leadership, sustainability, waste reduction.

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Authors: Adam Marks, Munir Majdalawieh, Maytha Al Ali

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While research is rich with what criteria could be included in the academic program review processes, there is rarely any mention of how this significant and complex process should be managed. This paper proposes using project management methodology in alignment with the program review criteria of the Dickeson’s Prioritizing Academic Programs model. Project management and academic program review share two distinct characteristics; one is their life cycle, and the second is the core knowledge areas they use. This aligned and structured approach offers academic administrators a step-by-step guide that can help them manage this process and effectively assess academic programs.

Keywords: Project management, academic program, program review, education, higher education institution, strategic management.

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Authors: Mouhoubi Nedjima, Sassi Boudemagh Souad

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In the framework of the modernization of the city of Constantine and in order to restore its status as a regional metropolis introducing it into the network of cities international metropolises, has major urban project was launched: project of modernization and of metropolitanization of the city of Constantine. Our research project focuses on the management of the project for the modernization of the city of Constantine (PMMC) focusing on the management of some aspects of the urban project whose participation, with the objective assessment of the managerial approach business. In this contribution, we focus on two cases revealing taken into account in our research work on the question of participation of actors and their organizations. It is "the urban project of modernization of Constantine" and the operation relating to "the urban improvement in the city of the Brothers FERRAD in the district of Zouaghi". This project and this operation with the objective of improving the living conditions of citizens have faced several challenges and obstacles that have been in major part the factors of its failures. Through this study, we examined the management process and the mode of organization of the actors of the project as well as the level of participation of the citizen to finally proposed managerial solutions toconflict situations observed.

Keywords: The urban project, urban improvement, participation, Constantine.

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Authors: Liping Li, Wenan Tan, Na Wang

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With the rapid development of information technology, project management has gained more and more attention recently. Based on CDIO, this paper proposes some teaching reform ideas for software project management curriculum. We first change from Teacher-centered classroom to Student-centered and adopt project-driven, scenario animation show, teaching rhythms, case study and team work practice to improve students' learning enthusiasm. Results showed these attempts have been well received and very effective; as well, students prefer to learn with this curriculum more than before the reform.

Keywords: CDIO, teaching reform, engineering education, project-driven, scenario animation simulation.

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Authors: Sajith Sajeev

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The application of Computational Fluid Dynamics (CFD) is widespread in engineering and industry, including aerospace, automotive, and energy. CFD simulations necessitate the use of intricate mathematical models and a substantial amount of computational power to accurately describe the behavior of fluids. The implementation of CFD projects can be difficult, and a well-structured approach to project management is required to assure the timely and cost-effective delivery of high-quality results. This paper's objective is to provide an overview of project management in CFD, including its problems, methodologies, and best practices. The study opens with a discussion of the difficulties connected with CFD project management, such as the complexity of the mathematical models, the need for extensive computational resources, and the difficulties associated with validating and verifying the results. In addition, the study examines the project management methodologies typically employed in CFD, such as the Traditional/Waterfall model, Agile and Scrum. Comparisons are made between the advantages and disadvantages of each technique, and suggestions are made for their effective implementation in CFD projects. The study concludes with a discussion of the best practices for project management in CFD, including the utilization of a well-defined project scope, a clear project plan, and effective teamwork. In addition, it highlights the significance of continuous process improvement and the utilization of metrics to monitor progress and discover improvement opportunities. This article is a resource for project managers, researchers, and practitioners in the field of CFD. It can aid in enhancing project outcomes, reducing risks, and enhancing the productivity of CFD projects. This paper provides a complete overview of project management in CFD and is a great resource for individuals who wish to implement efficient project management methods in CFD projects.

Keywords: Project management, Computational Fluid Dynamics, Traditional/Waterfall methodology, agile methodology, scrum methodology.

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Authors: Maurício Covolan Rosito, Daniel Antonio Callegari, Ricardo Melo Bastos

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Software organizations are constantly looking for better solutions when designing and using well-defined software processes for the development of their products and services. However, while the technical aspects are virtually easier to arrange, many software development processes lack more support on project management issues. When adopting such processes, an organization needs to apply good project management skills along with technical views provided by those models. This research proposes the definition of a new model that integrates the concepts of PMBOK and those available on the OPEN metamodel, helping not only process integration but also building the steps towards a more comprehensive and automatable model.

Keywords: OPEN metamodel, PMBOK metamodel, Project Management, Software Process

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Authors: Amaral, António, Araújo, Madalena

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This paper seeks to give a general idea of the universe of project portfolio management, from its multidisciplinary nature, to the many challenges it raises, passing through the different techniques, models and tools used to solve the multiple problems known. It is intended to contribute to the clarification, with great depth, of the impacts and relationships involved in managing the projects- portfolio. It aims at proposing a technique for the project alignment with the organisational strategy, in order to select projects that later on will be considered in the analysis and selection of the portfolio. We consider the development of a methodology for assessing the project alignment index very relevant in the global market scenario. It can help organisations to gain a greater awareness of market dynamics, speed up the decision process and increase its consistency, thus enabling the strategic alignment and the improvement of the organisational performance.

Keywords: Project Portfolio Management Cycle, Project Portfolio Selection, Resource Assignment, Strategy Alignment technique

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Authors: Vahhab Attar Olyaee, Fouad Attar Olyaee

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Many IT projects come to failure because of having technical approach, focusing on the final product and lack of proper attention to strategic alignment. Project management models quite often have technical management view [4], [8], [13], [14]. These models focus greatly on the finalization of the project product and the delivery of the product to the customer. However, many project problems are due to lack of attention to the needs and capabilities of the organizations or disregarding how to deploy and use the product in the organization. In this regard, in the current research we are trying to present a solution with the purpose of raising the value of the project in an organization. This way, the project outputs will be properly deployed in the organization. Therefore, a comprehensive model is presented which takes into account the whole processes from initial step of project definition to the deployment of the final outputs in the organization and then the definition of all roles and responsibilities to put the model into practice. Taking into account the opinions of experts and project managers, to prove the performance of the model, the project problems were recognized and based on the model, categorized and analyzed. And at the end it is made clear that ignoring the proper definition of the project and not having a proper understanding of the expected value on the one hand and not supervising the emerged value in the process of production and installment are among the most important factors that bring a project to failure.

Keywords: IT Governance, Project Model, Roles and Responsibilities of Project

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Authors: Mohammad Reza Ostad Ali Naghi Kashani

Abstract:

Nowadays, the amounts of companies which tend to have an Enterprise Resource Planning (ERP) application are increasing. Although ERP projects are expensive, time consuming, and complex, there are some successful experiences. These days, developing countries are striving to implement ERP projects successfully; however, there are many obstacles. Therefore, these projects would be failed or partially failed. This paper concerns the implementation of a successful ERP implementation, IFS, in Iran at Dana Geophysics Company (DGC). After a short review of ERP and ERP market in Iran, we propose a three phases deployment methodology (phase 1: Preparation and Business Process Management (BPM) phase 2: implementation and phase 3: testing, golive-1 (pilot) and golive-2 (final)). Then, we present five guidelines (Project Management, Change Management, Business Process Management (BPM), Training& Knowledge Management, and Technical Management), which were chose as work streams. In this case study we present lessons learned in Project management and Business process Management.

Keywords: Business Process Management, Critical Success Factors, ERP, Project Management.

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Authors: Abdullahi Mohamud Sharif, Mohd. Zaidi Abd. Rozan

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Risk Assessment Tool (RAT) is an expert system that assesses, monitors, and gives preliminary treatments automatically based on the project plan. In this paper, a review was taken out for the current project time management risk assessment tools for SME software development projects, analyze risk assessment parameters, conditions, scenarios, and finally propose risk assessment tool (RAT) model to assess, treat, and monitor risks. An implementation prototype system is developed to validate the model.

Keywords: Project Time Management, Risk Assessment Tool(RAT), Small and Medium Enterprises (SME).

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Authors: Hamed Zolfaghari, Mojtaba Kord

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Project planners and controllers are frequently faced with the challenge of inadequate software for the preparation of automatic project progress reports based on actual project information updates. They usually make dashboards in Microsoft Excel, which is local and not applicable online. Another shortcoming is that Microsoft project does not store the data in database, so the data cannot automatically be imported from Microsoft Project into Microsoft Excel. This study aimed to propose a model for the preparation of reports on automatic online project progress based on actual project information updates by the integration of Primavera P6, SQL database, and Power BI (Business Intelligence) for a construction project. The designed model could be applicable to project planners and controller agents by enabling them to prepare project reports automatically and immediately after updating the project schedule using actual information. To develop the model, the data were entered into P6, and the information was stored on the SQL database. The proposed model could prepare a wide range of reports, such as earned value management, Human Resource (HR) reports, and financial, physical, and risk reports automatically on the Power BI application. Furthermore, the reports could be published and shared online.

Keywords: Primavera P6, SQL, Power BI, Earned Value Management, Integration Management.

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Authors: Mohsen Pirdashti, Arezou Ghadi, Mehrdad Mohammadi, Gholamreza Shojatalab

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Chemical industry project management involves complex decision making situations that require discerning abilities and methods to make sound decisions. Project managers are faced with decision environments and problems in projects that are complex. In this work, case study is Research and Development (R&D) project selection. R&D is an ongoing process for forward thinking technology-based chemical industries. R&D project selection is an important task for organizations with R&D project management. It is a multi-criteria problem which includes both tangible and intangible factors. The ability to make sound decisions is very important to success of R&D projects. Multiple-criteria decision making (MCDM) approaches are major parts of decision theory and analysis. This paper presents all of MCDM approaches for use in R&D project selection. It is hoped that this work will provide a ready reference on MCDM and this will encourage the application of the MCDM by chemical engineering management.

Keywords: Chemical Engineering, R&D Project, MCDM, Selection.

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Authors: Milad Eghtedari Naeini, Gholamreza Heravi

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In this paper, based on the past project cost and time performance, a model for forecasting project cost performance is developed. This study presents a probabilistic project control concept to assure an acceptable forecast of project cost performance. In this concept project activities are classified into sub-groups entitled control accounts. Then obtain the Stochastic S-Curve (SS-Curve), for each sub-group and the project SS-Curve is obtained by summing sub-groups- SS-Curves. In this model, project cost uncertainties are considered through Beta distribution functions of the project activities costs required to complete the project at every selected time sections through project accomplishment, which are extracted from a variety of sources. Based on this model, after a percentage of the project progress, the project performance is measured via Earned Value Management to adjust the primary cost probability distribution functions. Then, accordingly the future project cost performance is predicted by using the Monte-Carlo simulation method.

Keywords: Monte Carlo method, Probabilistic model, Project forecasting, Stochastic S-curve

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