Author
John M. Nicholas
Other affiliations: University of Limerick, University of Illinois at Chicago
Bio: John M. Nicholas is an academic researcher from Loyola University Chicago. The author has contributed to research in topics: Project management & Extreme project management. The author has an hindex of 19, co-authored 67 publications receiving 1278 citations. Previous affiliations of John M. Nicholas include University of Limerick & University of Illinois at Chicago.
Papers published on a yearly basis
Papers
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TL;DR: In this article, the authors conducted a Delphi methodology with 20 leading innovation researchers to examine the likely dimensions of NPD and corresponding definitions to validate the NPD practices framework originally proposed by Kahn, Barczak, and Moss.
163 citations
Book•
01 Jan 2017TL;DR: Project Management for Engineering, Business and Technology, 5th edition as mentioned in this paper addresses project management across all industries, including project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all important "people" aspects.
Abstract: Project Management for Engineering, Business and Technology, 5th edition, addresses project management across all industries. First covering the essential background, from origins and philosophy to methodology, the bulk of the book is dedicated to concepts and techniques for practical application. Coverage includes project initiation and proposals, scope and task definition, scheduling, budgeting, risk analysis, control, project selection and portfolio management, program management, project organization, and all-important "people" aspects—project leadership, team building, conflict resolution and stress management.
The Systems Development Cycle is used as a framework to discuss project management in a variety of situations, making this the go-to book for managing virtually any kind of project, program or task force. The authors focus on the ultimate purpose of project management—to unify and integrate the interests, resources and work efforts of many stakeholders, as well as the planning, scheduling, and budgeting needed to accomplish overall project goals.
This new edition features:
Updates throughout to cover the latest developments in project management methodologies
New examples and 18 new case studies throughout to help students develop their understanding and put principles into practice
A new chapter on agile project management and lean
Expanded coverage of program management, stakeholder engagement, buffer management, and managing virtual teams and cultural differences in international projects
Alignment with PMBOK terms and definitions for ease of use alongside PMI certifications
Cross-reference to IPMA, APM, and PRINCE2 methodologies
Extensive instructor support materials, including an Instructor’s Manual, PowerPoint slides, answers to chapter review questions, problems and cases, and a test bank of questions.
Taking a technical yet accessible approach, Project Management for Business, Engineering and Technology, 5th edition, is an ideal resource and reference for all advanced undergraduate and graduate students in project management courses as well as for practicing project managers across all industry sectors.
129 citations
TL;DR: In this article, the authors explore new product development best practices from a practitioner's perspective and find that, regardless of company size, strategy is viewed as the most importance best practice for NPD, while metrics and performance evaluation is seen as the least important.
Abstract: Purpose – The purpose of this paper is to explore new product development (NPD) best practice from a practitioner's perspective. A large body of research has been completed on best practices in NPD. However, there is a limited knowledge of the extent to which practitioners are aware of what constitutes a NPD best practice and are aware of the relative importance of different NPD best practices.Design/methodology/approach – Using an established framework, this research investigates NPD practitioners' views of best practices. Data were collected through a survey using a combination of quantitative and qualitative questions from 70 SMEs and 74 large companies in Ireland and the UK.Findings – The results show that practitioners assign different levels of importance to the various NPD best practices. Regardless of company size, strategy is viewed as the most importance best practice for NPD, while metrics and performance evaluation is seen as the least important. This does not support previous research, which ...
105 citations
TL;DR: The authors assesses the impact of three classes of organization development interventions based on 65 empirical studies and show that certain classes of interventions appear to be more effective than others, while a typology of outcome variables is used to show how OD has affected organizational behavior.
Abstract: Little systematic research has concentrated on the effects of organization development (OD) in terms of hard-criteria measures of performance and behavior. This paper assesses the impact of three classes of OD interventions based on 65 empirical studies. A typology of outcome variables is used to show how OD has affected organizational behavior. Certain classes of interventions appear to be more effective than others.
88 citations
Book•
01 Nov 2000
TL;DR: In this paper, the authors present a system development cycle: early stages, middle stages, and later stages, where the development cycle is divided into two stages: early stage and later stage.
Abstract: 1. Introduction. I. PHILOSOPHY AND CONCEPTS. 2. What Is Project Management? 3. Systems, Organizations, and System Methodologies. II. SYSTEMS DEVELOPMENT CYCLE. 4. Systems Development Cycle: Early Stages. 5. Systems Development Cycle: Middle and Later Stages. III. SYSTEMS AND PROCEDURES. 6. Planning Fundamentals. 7. Network Scheduling and PDM. 8. PERT, CPM Resource Allocation, and GERT. 9. Cost Estimating and Budgeting. 10. Managing Risks in Projects. 11. Project Control. 12. Project Management Information Systems. 13. Project Evaluation, Reporting, and Termination. IV. ORGANIZATIONAL BEHAVIOR. 14. Project Organization Structure and Integration. 15. Project Roles, Responsibility, and Authority. 16. Managing Participation, Teamwork, and Conflict. 17. Project Failure, Success, and Lessons Learned. Appendix A: Systems Engineering Process. Appendix B: Types of Contracts. Appendix C: Logistical Online System Project Master Plan. Author Index. Subject Index.
86 citations
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2,371 citations
Book•
01 Jan 1988
TL;DR: In this paper, the evolution of the Toyota production system is discussed, starting from need, further development, Genealogy of the production system, and the true intention of the Ford system.
Abstract: * Starting from Need* Evolution of the Toyota Production System* Further Development* Genealogy of the Toyota Production System* The True Intention of the Ford System* Surviving the Low-Growth Period
1,793 citations
Journal Article•
TL;DR: Developing and delivering high quality products and services means that you are doing things correctly from the beginning, and as a consequence you are reducing the need for additional services, from verification to warranty.
Abstract: THE NEED FOR QUALITY The first thing that we need to consider, in any organization, is that quality is the most important thing. The quality of your work defines you. Whoever you are, Whatever you do, I can find the same products and services cheaper somewhere else. But your quality is your signature. Developing and delivering high quality products and services means that you are doing things correctly from the beginning. As a consequence, you are reducing the need for additional services, from verification to warranty.
1,273 citations
TL;DR: The role of different project management techniques to implement projects successfully has been widely established in areas such as the planning and control of time, cost and quality as discussed by the authors. In spite of this the distinction between the project and project management is less than precise.
885 citations