Showing papers on "Project management triangle published in 2003"
TL;DR: In this article, the authors discuss how the interior processes of a project are influenced by its historical and organizational context and suggest that future research on project management needs to extend its temporal scope, analyzing how project practices evolve through history over prior, present, and future projects, as well as its organizational scope.
1,019 citations
TL;DR: The Project Excellence Model as discussed by the authors is an EFQM-based model that is adapted from the project success criteria and critical success factors for projects, which is a concept developed to fill the need to link the two.
652 citations
TL;DR: In this article, the authors argue that all current project risk management processes induce a restricted focus on the management of project uncertainty, and argue that a focus on "uncertainty" rather than risk could enhance project risk, providing an important difference in perspective.
648 citations
TL;DR: An overview of debriefing methods for project management can be found in this paper, where the authors distinguish between process-based and documentation-based debriefings, focusing on a procedural approach to capture key learnings from a project.
545 citations
TL;DR: In this article, the authors examined the relationship between project planning efforts and project success and found that project success is positively correlated with the investment in requirements' definition and development of technical specifications.
482 citations
TL;DR: In this article, the authors explore the nature of organizational settings where a large extent of the operations is organized as simultaneous or successive projects and analyze why the resource allocation syndrome is the number one issue for multi-project management.
477 citations
TL;DR: In this article, the authors investigated critical management issues in ERP implementation projects such as selection of ERP vendor, project manager, and implementation partners, constitution of project team, project planning, training, infrastructure development, on-going project management; quality assurance and stabilization of the ERP.
415 citations
TL;DR: In this article, the authors identify problems in managing multiple internal development projects, including lacking resources, competencies and methods, lacking commitment, unclear roles and responsibilities, inadequate portfolio level activities, inadequate information management, and inadequate management of project-oriented organizations.
358 citations
TL;DR: In this article, an extension to the logical framework approach (LFA) is proposed to facilitate its application beyond the design phase by adding a time dimension, more precisely defining the elements of the project MIS, and integrating other project management tools.
346 citations
TL;DR: In this paper, a model of lean project management and contrasts lean and traditional approaches is presented, and four tools or interventions are presented as illustrations of lean concepts in action, as well as a comparison between the two approaches.
Abstract: Projects are temporary production systems. When those systems are structured to deliver the product while maximizing value and minimizing waste, they are said to be ‘lean’ projects. Lean project management differs from traditional project management not only in the goals it pursues, but also in the structure of its phases, the relationship between phases and the participants in each phase. This paper presents a model of lean project management and contrasts lean and traditional approaches. Four tools or interventions are presented as illustrations of lean concepts in action.
266 citations
TL;DR: In this paper, a comprehensive analysis of 67 global projects from the Construction Industry Institute's database shows that design/build projects may not provide all the benefits to project performance, and that project management expertise and experience of the contractor may have a greater impact on project performance outcomes than focusing on project delivery strategy only.
Abstract: Design/build has become one of the favored project delivery methods in the engineering construction industry. Numerous studies have advocated the use of design/build over the traditional design/bid/build delivery approach. A comprehensive analysis of 67 global projects from the Construction Industry Institute's database shows that design/build projects may not provide all the benefits to project performance. The study found timesaving was a definitive advantage of design/build project delivery, but, the positive effects of cost and productivity changes were not convincing. Based on the results of the study, the project management expertise and experience of the contractor may have a greater impact on project performance outcomes than focusing on project delivery strategy only.
Book•
09 Aug 2003
TL;DR: This chapter discusses project management in the organizational context: strategy, Sturcutre, and Culture, as well as the challenges faced by project managers in the rapidly changing environment.
Abstract: Chapter 1: Introduction: Why Project Management? Chapter 2: The Organizational Context: Strategy, Sturcutre, and Culture Chapter 3: Project Selection and Portfolio Management Chapter 4: Leadership and the Project Manager Chapter 5: Scope Management Chapter 6: Project Team Building, Conflict, and Negotiation Chapter 7: Risk Management Chapter 8: Cost Estimation and Budgeting Chapter 9: Project Scheduling: Networks, Duration Estimation, and Critical Path Chapter 10: Project Scheduling: Lagging, Crashing, and Activity Networks Chapter 11: Critical Chain Project Scheduling Chapter 12: Resource Management Chapter 13: Project Evaluation and Control Chapter 14: Project Closeout and Termination
TL;DR: The paper presents a control system being built at Helsinki University of Technology, which is based on distributed programming, and wireless identification technologies, which enables the material flows in the project delivery chains to be controlled from the inside of the material flow itself.
TL;DR: In this article, the applicability and relevance of project management approaches, tools and techniques in Africa is investigated, using Africa as a case study, using the most widely distributed and accepted knowledge and practice guides (PMBOK® Guide, APMBoK (4th edition).
TL;DR: In this paper, the authors address the emerging paradigm of performing project management over the web and highlight how web-enabled project management and its associated features are strongly linked at fulfilling the above endeavours of the parties concerned.
TL;DR: In this article, it is argued that traditional success criteria for construction projects center on the achievement of cost, program and quality targets and that these simple measures are too crude to be used for measuring managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and demands on project managers are far broader than in the past.
Abstract: Traditional success criteria for construction projects centre on the achievement of cost, programme and quality targets. In this paper, it is argued that these simple measures are too crude to be used for gauging managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and the demands on project managers are far broader than in the past. It is argued that the industry needs to define more appropriate performance criteria for measuring project managers' performance and encouraging their professional development. These must redefine traditional success parameters to consider the knowledge, skills and behavioural inputs which contribute to superior performance. These can then be used to engender a more appropriate set of management behaviours that lead to improved project outcomes. This study has developed such a framework by examining the views of members of project teams and other organizational st...
TL;DR: In this article, the authors developed a conceptual model of new product development (NPD) based on seminal and review articles in order to answer the question, "What project management characteristics will foster the development of new products that are more likely to survive in the marketplace?" The model adopts Ruekert and Walker's theoretical framework of situational dimensions, structural/process dimensions, and outcome dimensions as an underlying structure.
TL;DR: Structured interviews with 12 IS project managers about their experiences managing IS development projects show how agency theory can be used to understand IS development project outcomes.
TL;DR: In this article, the authors present a model, labelled the project management performance assessment (PMPA) model, based upon the EFQM business excellence model, which proposes six criteria for assessing PM performance: project management leadership, project management staff, PM policy and strategy, PM partnership and resources, PM life cycle management processes, and PM key performance indicators.
Abstract: This paper presents an argument that it is appropriate to develop a model of project management (PM) performance from models for assessing quality management. The paper presents a model, labelled the project management performance assessment (PMPA) model, based upon the EFQM business excellence model. The model proposes six criteria for assessing PM performance: project management leadership; project management staff; project management policy and strategy; project management partnerships and resources; project life cycle management processes; and project management key performance indicators. Using data from an empirical study of PM practice in UK organisations, the paper uses PMPA as a framework to explore variations in the character of PM performance. It is concluded that there are variations in attitudes and behaviour in each of these areas and that these variations may be used to help measure levels of PM performance.
TL;DR: The reluctance to transmit negative information is examined and a theoretical model that explains this phenomenon within a software project context is developed and it is believed that prescriptions can be developed eventually to reduce the losses from troubled development projects.
Abstract: .By one recent account, only 26% of software development projects are completed on schedule, within budget, and with the promised functionality. The remaining 74% are troubled in some way: they are either cancelled before the development cycle is completed (28%) or are delivered late, over budget, and with reduced functionality (46%). In many cases, the most cost-effective solution would be to abort the troubled project early in the cycle, but senior managers are often unaware of the project's problems. Anecdotal evidence and at least one recent study suggest that losses are sometimes increased by the reluctance of organizational members to transmit negative information concerning a project and its status. Thus, although evidence of a failing course of action may exist in the lower ranks of an organization, this information sometimes fails to be communicated up the hierarchy or is substantially distorted in the process. The result is that decision-makers with the authority to change the direction of the project are unaware of its true status. By modelling this reluctance to transmit negative project status information and improving our understanding of the phenomenon, we believe that prescriptions can be developed eventually to reduce the losses from troubled development projects. In this theory development paper, we examine the reluctance to transmit negative information and develop a theoretical model that explains this phenomenon within a software project context. The model we develop draws on literature from the fields of organizational behaviour and communications, ethics, economics, information systems and psychology, and points the direction for future research.
TL;DR: It is suggested that project participants can use the information in PROMQACS to identify shortcomings in their project-related activities and therefore take the appropriate action to improve their management practices in future projects.
TL;DR: In this article, Lyneis et al. acknowledge the contribution to this paper by PA Consulting Group and David N. Ford at Texas A&M University, and the support for this research received from InteCap Inc., the National Science Foundation CAREER Award and the White House PECASE Award CMS-9875557.
Abstract: The authors would like to acknowledge the contribution to this paper by James Lyneis at PA Consulting Group
and David N. Ford at Texas A&M University, and the support for this research received from InteCap Inc., the
National Science Foundation CAREER Award and the White House PECASE Award CMS-9875557.
Book•
16 Jun 2003
TL;DR: In this article, the authors present a link between Project Management Tools and PMBOK, and present a PM toolbox for each project type, as well as a family of toolboxes per project type.
Abstract: Preface. PART I: PROJECT INITIATION TOOLS. Strategic Role of the PM Toolbox. Project Selection (Dr. Joseph P. Martino). Project Portfolio Mapping. PART II: PROJECT PLANNING TOOLS. Voice of the Project Customer (Jose Campos). Scope Planning. Schedule Development. Cost Planning. Quality Planning. Risk Planning. Team Building (Dr. Hans J. Thamhain). PART III: PROJECT IMPLEMENTATION TOOLS. Scope Control. Schedule Control. Cost Control. Quality Control. Performance Reporting and Closure. PART IV: INDUSTRY APPLICATIONS. Selecting and Customizing Project Management Toolbox. Appendix A: Linking Project Management Tools to PMBOK. Appendix B: Project Management Toolboxes per Project Size. Appendix C: Project Management Toolboxes per Project Family. Appendix D: Project Management Toolboxes per Project Type. Index.
TL;DR: In this article, the authors present the concept of risk breakdown structure (RBS), a hierarchical structuring of risks on the project, which can assist in understanding the distribution of risk on a project or across a business, aiding effective risk management.
Abstract: Risk identification often produces nothing more than a long list of risks, which can be hard to understand or manage. The list can be prioritised to determine which risks should be addressed first, but this does not provide any insight into the structure of risk on the project. Traditional qualitative assessment cannot indicate those areas of the project which require special attention, or expose recurring themes, concentrations of risk, or ‘hot‐spots’ of risk exposure. The best way to deal with a large amount of data is to structure the information to aid comprehension. For risk management, this can be achieved with a Risk Breakdown Structure )RBS) a hierarchical structuring of risks on the project. The RBS can assist in understanding the distribution of risk on a project or across a business, aiding effective risk management. Just as the Work Breakdown Structure (WBS) is an important tool for projects because it scopes and defines the work, so the RBS can be an invaluable aid in understanding risk. The WBS forms the basis for many aspects of the project management process; similarly, the RBS can be used to structure and guide the risk management process. This paper presents the concept of the RBS, and gives a number of examples drawn from different project types and industries. Although not necessarily based in FM, the concepts and experience can be applied to any project. The benefits of using the RBS are then outlined, including as an aid for risk identification or risk assessment, comparison of projects, providing a framework for cross‐project risk reporting, and structuring lessons to be learned for future projects. This paper shows how to use the RBS to gain these benefits.
TL;DR: The results of this research suggest that a logistic regression model based on project management constructs is capable of discriminating between projects that escalate and those that do not.
Abstract: Previous research has documented that software projects are frequently prone to escalation. While the escalation literature acknowledges that project-related (as well as psychological, social, and organizational) factors can promote escalation behavior, there has been no investigation regarding the role that project management factors may have in discriminating between projects that escalate and those that do not. The objective of this study was to explore whether project management constructs could be used to distinguish between projects that escalated and those that did not. Based on a survey administered to IS audit and control professionals, data were gathered on projects that did not escalate as well as those that did escalate. We then applied logistic regression to model the relationship between various project management constructs and project escalation. The model was then evaluated for its ability to correctly classify the projects. The results of our research suggest that a logistic regression model based on project management constructs is capable of discriminating between projects that escalate and those that do not. Moreover, the model compares favorably to a previously published logistic regression model based on constructs derived from escalation theory. The implications of these findings are discussed.
TL;DR: In this paper, an analysis of both intentionally accelerated and normally-paced projects suggest that project acceleration interacts with project content, leadership, and integration variables to affect on-time performance differently across NPD project types, sometimes in surprising ways.
Patent•
01 Jul 2003
TL;DR: In this paper, a planner defines project roles for tasks of a project and then separately searches for actual resources that match the project roles, making it easier and more effective to manage a project.
Abstract: Project management is made easier and more effective by enabling a planner to define project roles for tasks of a project and then, separately search for actual resources that match the project roles.
TL;DR: In this article, the authors investigate the critical elements of managing IT services projects by using Turner's five-functions model to examine the relationships between project definition and scope, project organisation and the triangle of critical project outcomes and find that the project leader's orientation is related to his situational perception of project control.
Patent•
08 Jul 2003TL;DR: In this article, a set of templates is provided, each template corresponding to one or more tasks of the project to be performed, and steps of a project are performed in accordance with the templates.
Abstract: A method and system for managing a project. A set of templates is provided, each template corresponding to one or more tasks of the project to be performed. Steps of the project are performed in accordance with the templates, which may be selected from a set of default terfiplates, and may represent substantially all of the project. The project may be a good to be sold commercially, an information technology project to be implemented, or another type of project.
TL;DR: The Project Management Maturity Model (ProMMM) as discussed by the authors is a benchmarking framework for measuring project management capability in any type of industry, including those responsible for facilities management projects.
Abstract: Many businesses recognise project management as a core competence and seek to deliver benefits to the business through effective management of projects. But how can an organisation know whether its project management processes are adequate? Can a business compare itself with best practice or its competitors? Is there an accepted benchmark for organisational project management capability? The Project Management Maturity Model (ProMMM) has been developed to meet these needs. It describes four levels of increasing project management capability (Naive, Novice, Normalised and Natural), with each ProMMM level further defined in terms of four attributes, namely culture, process, experience and application. It presents a generic benchmarking framework applicable to project‐based organisations in any type of industry, including those responsible for facilities management projects, and does not presume any prior level of project management capability. ProMMM allows organisations to assess their project management capability against agreed criteria, set realistic targets for improvement, and measure progress towards enhanced capability. This paper outlines the structure of the ProMMM framework, and presents a case study where ProMMM has been used to support development of effective project management.