PROJECT MA NA GEMENT: A SYSTEMS A PPROA CH TO PLA NNING, SCHEDULING, A ND CONTROLLING To download Project Manag ement: A Systems A pproach to Planning , Scheduling , and Controlling PDF, please access the link under and save the file or gain access to additional information which might be have conjunction with Project Management: A Systems Approach to Planning, Scheduling, and Controlling ebook.

Project Management: A Systems Approach To Planning, Scheduling and Controlling (Book)

Project monitoring and evaluation: a method for enhancing the efficiency and effectiveness of aid project implementation

Der Zweck dieses Artikels ist, einen Beitrag zur Erweiterung des Wissens uber Aktivitaten und die Hindernisse der Strategiedurchfuhrung beizutragen anhand eines Samples von 172 Slowenischen Unternehmen. Die Ergebnisse zeigen, dass sich die Betriebsleiter bei der Implementation von Strategien grostenteils auf Planung und Organisaiton konzentrieren, wahrend das grosten Hindernis zur Durchfuhrung der Strategie schlechte Fuhrung ist. Weiter zeigen die Ergebisse der Multiplen Regression auf, dass Hindernisse zur Strategiedurchfuhrung in Form von mangelhafter Furung und der Zuruckhaltung der Mitarbeitern, ihre Kenntnisse mitzuteilen, einen negativen Einfluss auf den Erfolg haben, wahrend die Anpassung der Organisationsstruktur an die ausgewahlte Strategie einen positiven Einfluss auf den Erfolg hat.

https://www.econstor.eu/bitstream/10419/84060/1/766454746.pdf

Factors of effective strategy implementation: Empirical evidence from Slovenian business practice*

Purpose – This paper reports the study of key success factors (KSFs) in the project management of the implementation of strategic manufacturing initiatives (SMIs). Design/methodology/approach – In order to gather the experience and knowledge of many industries, from different geographic locations, in a broad range of types and sizes of SMIs, a questionnaire-based survey of practitioners worldwide was selected as the most appropriate research method among those available. Findings – The identification of those tasks and activities that must be done well in order to succeed in the implementation of a SMI in practice. Practical implications – Practitioners focusing their attention on the KSFs identified are more likely to succeed. Once these factors have been identified, the value of benchmarking project management methodologies then comes from drawing attention to those tasks that are key to the success of the implementation of SMIs. Originality/value – The paper presents new thinking by bringing project management into the operations strategy implementation literature as an important mediating factor for success. In this context the factors that are required for successful implementation are identified.

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Key success factors when implementing strategic manufacturing initiatives

Purpose – The purpose of this paper is to explore the relationship between competitive strategy, total quality management (TQM), and continuous improvement of international project management (CIIPM)Design/methodology/approach – Based on a literature review, a theoretical model and five hypotheses are developed A cross‐sectional data set collected from 268 international project managers based in four countries is used to test the theoretical modelFindings – The results from the statistical analysis suggest that competitive strategy does not directly influence the CIIPM performance, but it influences through the mediation of TQM practices The results also suggest that “human resource‐based” TQM elements have stronger influence toward CIIPM performance than “technology‐based” TQM elementsResearch limitations/implications – The study used four TQM variables, which originated from the MBNQA (1995) framework Although the four variables are robust and sufficiently represent the TQM dimension, the multi‐di

Competitive strategy, TQM practice, and continuous improvement of international project management: A contingency study

Project management in strategy implementation—experiences in Slovenia

This article emphasizes the role of projects and project management in mastering global strategic crises to create a new multi-project environment, comprised of projects, programs, and project portfolios. Multi-projectivity has come to characterize modern society and requires an adjustment of organizational solutions, individual competencies of different systems, and changes in understanding the effects of a project. The current global strategic crises are identified; some call for urgent, systemic and global solutions involving the implementation of projects with the awareness that the necessary and project-influenced resources are limited. The article examines the knowledge society in the context of global strategic crises and expands previous interpretations of project-oriented society, stressing its role in overcoming global strategic crises. By expanding and integrating the knowledge society and the project-oriented society, the a uthors propose the establishment of a holistic project-knowledge society that sets the framework for overcoming global strategic crises, thereby ensuring the long-term survival of humankind. The article concludes with a diagram of the process of overcoming global strategic crises through a holistic project-knowledge society.

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A holistic project- -knowledge society as a condition for solving global strategic crises

Multi-project business operations in SMEs require adaptation of management processes and, consequently, revision of information systems. Present ERP solutions are not suitable in a multi-project environment. This chapter presents a newly designed IS model that supports strategic and commercial multiple project operations. The importance of connecting business goals with project performance and upgrading operational CRM into multi-partner management technology is considered. Significant added functions of IS in a multi-project environment should support project evaluation and management of project portfolios, intraand inter-project communication, and mastering multi-task workflow. To reduce the need to spend limited SMEs’ resources, technological development of the designed IS model must assure its simplicity for use and deployment.

Conducting Multi-Project Business Operations in SMEs and IS Support

/pdf/cjelovito-projektno-drustvo-znanja-kao-uvjet-za-rjesavanje-4v60ucx98j.pdf

Anton Hauc

Papers

Project management in strategy implementation—experiences in Slovenia

A holistic project- -knowledge society as a condition for solving global strategic crises

Conducting Multi-Project Business Operations in SMEs and IS Support

Cjelovito projektno društvo znanja kao uvjet za rješavanje globalnih strateških kriza