Showing papers on "Project management triangle published in 2020"

Project Management for Small Projects

Abstract: Part I: Project Management Discipline - Project Management Overview Concerns for Small Projects Managing and Leading Small Projects Pre-Project Activities Part II: Project Management Process for Small Projects - Process Overview Initiating Planning Planning for Simple Projects Controlling Closing Part III: Additional Discipline - Managing Multiple Small Projects Building Effective Teams The Power of One Time Management Transitioning to Large Projects Index

Waterfall and Agile information system project success rates-A South African perspective

Abstract: Software projects are still failing at an alarming rate and do not provide value to the organisation at large. This has been the case for the last decade. Software projects use predominantly Waterfall as a methodology. This raises the question whether new ways of working can be introduced to improve the success rate. One such new way is Agile as an approach to developing software. A survey was done to determine whether Agile projects are more successful than Waterfall projects, thus contrasting the old and the new ways of working. Some 617 software projects were evaluated to determine the success rate based on the methodology used. Success was measured on a continuum of five levels and not just the triple constraint. The results imply that Agile projects are more successful than Waterfall projects to some extent, but that there are still concerns that need to be addressed.

Analysis Model and Financial Risk Mitigation Strategy in Decision Making For Investment Feasibility in Developing the Development of a Gas Engineering Power Plant Project in Riau Province

Abstract: The power plant construction project is a dynamic strategic project and has various risks that have the potential to cause realization to not go according to plan. The success of the construction project implementation can be seen from the accuracy in maintaining triple constraints (cost, quality, and time). Risk analysis on a project for long-term investment and the success of project development according to planning is very important, so it is necessary to carry out analytical modeling to mitigate risks due to the complexity of the problems faced in the construction of the power plant project, especially in Riau Province with the development of a gas engine power plant project. . The results showed that there are still risks that can hamper the smooth development of the PLTMG power plant project in Riau Province by focusing on investment financial risks, including risk events for implementation time management, project cash flow governance, incidents of risk of material fulfillment difficulties and risk events of contract detail specifications. . From the results of the analysis of mitigation, the main risk mitigation priority consists of several groups according to the results of the analysis, namely Identifying critical and alternative processes that can be carried out, Optimizing work methods and resources that are implemented in the time schedule, implementing WBS in project work schedule planning and monitoring and Periodic progress evaluation with each mitigation value of 0.38, 0.29, 0.17 and 0.16. Furthermore, planning project financial resources, Availability of project budget according to RKAU and project business processes, Good work scheduling and project resource management according to cash flow plans, Creating planning schedules for budget verification and control, Timely project progress with project documentation in accordance with procedures, System Implementation Quality Management 9001: 2015, coordination and simple bureaucratic processes with respective mitigation values of 0.27, 0.17, 0.17, 0.13, 0.12, 0.09 and 0.06. Furthermore, Contract with material providers so that the Material is ordered in advance (either using DP or not) for arrival according to the project schedule, Monitoring and evaluation of material procurement according to the project schedule, Alternative Material Manufacturing Planning, Substitution of similar materials and reengineering and Contracting with expeditions so that it has control on the delivery of materials with each mitigation value of 0.46, 0.28, 0.11, 0.08 and 0.06 and furthermore a detailed explanation of technical specifications at the time of anwijzing, having a reliable engineering and construction team, contract details both drawings and needs detailed materials and modeling the design following changes with the respective mitigation values of 0.33, 0.26, 0.25 and 0.16.

Effect of project management constraints on implementation of public housing projects in isiolo county, kenya

Abstract: of public housing construction projects in Isiolo County, Kenya. The specific objectives of the study included: To examine the influence of project scope management on implementation of public housing construction projects in Isiolo County, Kenya; To establish the influence of project time management on implementation of public housing construction projects in Isiolo County, Kenya; To determine the influence of project cost management on implementation of public housing construction projects in Isiolo County, Kenya; To assess the influence of project quality management on implementation of public housing construction projects in Isiolo County, Kenya. The study was anchored to the theory of project management, theory of triple constraints and complexity theory. The study adopted a descriptive research design. The target population for the study was 140 county governments’ funded housing construction projects in Isiolo County, Kenya. The study conducted census and a pilot study was undertaken to check the validity and reliability of the data collection instrument. A questionnaire was used to collect primary data and consisted of both structured and open-ended questions to give qualitative and quantitative data. Data was analyzed using descriptive and inferential statistics in which frequencies and percentages were used. SPSS was used to analyze the data and to determine whether the independent variables are related to the dependent variable. Data was presented in tables, pie charts and graphs. Qualitative data was coded, and themes related to research questions in the study identified. Qualitative data was interpreted by attaching significance to themes and patterns observed by the use of content analysis. The study results imply that project management constraints jointly influenced positively and significantly implementation of county funded public housing construction projects. This implies that these variables are very significant and need to be factored to improve implementation of county funded public housing construction projects. However, the magnitude of the influence was different for the specific project management constraints. Time management had the largest effect followed by cost management then scope management and finally the quality management. The study recommended county government need to manage constraints in the projects. This could go a long way in ensuring there is improved implementation of county funded construction housing projects in Isiolo County, Kenya. Keyword: Project Management, Project Manager, Project Cost Management, Project Quality Management, Project Scope, Project Scope Management, Project Time Management and Project Triple Constraints.

Human risks of project management involving remote teams in the context of the enterprise economic and financial security

Abstract: The advantages and disadvantages of using remote teams in project management are identified. It is proposed to understand the concept of remote (in-house) team as a group of people who are involved in the project management in one way or another and who do not come together in a single workspace, reside in different places and work on a flexible schedule over individually defined tasks to achieve a common goal, which initiated the formation of such a group. The characteristics of remote teams are identified, which necessitate the search for new tools for managing them in the context of economic and financial security. The principle of Bohdan Havrylyshyn, to which civil servants must comply, has been transformed to ensure that it is suitable for use by employees of enterprises of various types of economic activity in order to timely prevent human risks to economic and financial security in the project management process. The 3D principle of correspondence of persons holding positions in the enterprise is formulated, combining such categories as professionalism, honesty and trustiness. The vectors of human risks influence on the Project Management Triangle are specified through identification of risks for each of the three bases of project management — time, financial resources (budget) and scope of the project. As a result of identifying trends in the management of the project team, a 4D concept of its development was formed. The main reasons for the increase in the percentage of employees working remotely are given, on the basis of which it is assumed that the tendency for the remote teams use in the project management and in the enterprise management process in general in the near future will increase. Project management team management characteristics are named. The advantages for the enterprise of using remote teams in the process of project management and in general in the implementation of various activities of the entity are found out. Human risks of project management with involvement of remote teams for the state of economic and financial security of the enterprise are concretized and generalized.

Effective strategy implementation through project alignment

Abstract: Strategy implementation, alignment and projects are significant elements in understanding strategy. The competitive global market, changing customer preferences, computer and information technology are some of the factors affecting the external environment of the organisation. In the face of these challenges, the research seeks to illustrate the importance of project alignment to organisational strategy and establish the extent of the linkage between projects and organisational strategy to attain successful strategy implementation. This research takes the case study of three national banks in Dubai and interviews six people, two from each organisation. The research comprised a combination of conceptual analysis and qualitative research. Two self-constructed questionnaires were specifically developed for this research purpose. One designed for the senior managers and the other questionnaire designed for the project managers. Some of the findings of the research suggest that the notion of strategy pervades the lifecycle of the organisation; the divide between strategy formulation and strategy implementation is a fictional problem. In respect to alignment, it is currently considered as an important factor when assessing project success; though, to designate alignment as fifth pillar of project success along with the four acknowledged pillars would require the continual efforts of both scholars and practitioners to approve and ratify it. The role of project managers remains conventional in the organisation and project management is unproductively employed. Finally, the framework for strategy implementation must be cognizant of the primordial role of all the people that are involved in the process.

Cultural Comparison of the United States and China from the Project Manager's Perspective

Abstract: Knowledge of cultural impacts helps project managers understanding of cultural perspectives of all stakeholders. Since cultural differences can become organizational performance barriers, it is important to consider how cultural dimensions can affect decision making. This paper uses the model developed by Professor Geert Hofstede to make a cultural comparison of the major cultural dimensions that influence how work can be planned and executed in China, as compared to the U.S. Several Chinese cultural norms and value systems are found to be relevant and must be considered when planning project tasks to be performed by Chinese team members. The Chinese Doctrine of Mean (DoM) emphasizes that harmony is “most precious” in relationships and encourages contending parties to compromise. Recent U.S. management practices tend to advocate the use of horizontal organizational structures to facilitate project communications, in contrast to the strong superior-subordinate relationships emphasized by Chinese vertical management structures. Complexity in U.S. projects is handled by forming cross-function integrated product teams (IPTs) so subject matter experts in different disciplines can collaborate. The Chinese culture, in contrast, stresses family and kinship relationships when conducting business. Group members are linked by close personal relationships to work with Chinese organizations. Also, the evaluation of people based on their standing in the family, as opposed to how well they perform, is not consistent with U.S. project management practices. Finally, in the U.S. project managers tend to be task-oriented, rather than boss-oriented. To the Chinese, the most important criterion for evaluating and respecting other people is the person’s hierarchical position. Thus, an obligation to a project manager to complete a task would be a subsidiary consideration. This paper concludes that cultural training may be required to get Chinese team members to overcome these institutional norms and fully participate in project strategy sessions, as well as for task execution. U.S. team members similarly need cultural training to understand the significance of the cultural differences so they can adapt their communication approaches accordingly. By defining the industry standard for conducting project management activities, the Project Management Institute (PMI) is facilitating international adoption of a set of consistent project management methodologies. This makes other countries, such as China, aware of acceptable practices, and even helps them to overcome cultural barriers that interfere with effectively implementing the adopted management processes.

Multiple stakeholders’ perception of the long-term success of project: a critical study of Oman tourism resort projects.

Abstract: Projects and project management (PM) principles are expanding, both in terms of adoption by different industries as well as within the field itself. PM literature shows that PM schools of thought have grown to around nine distinct research areas and are still growing (Bredillet 2008a, 2008d, 2008b; Turner 2018). It is estimated that circa thirty per cent of the global economy is project-based (Turner 2010), where organisations adopt principles of PM to accomplish the change they inspire. With this expansion, there is an increasing criticism in the literature that project evaluation using the ‘iron triangle' or the triple constraints of cost, time and scope is not reflecting the actual project status (de Oliveira and Rabechini Jr 2019). Some projects have not met the criteria, although they are still considered a success, and the opposite is those projects that are meeting the criteria but are regarded as a failure. Literature reveals that project success needs to widen the scope of its evaluation to include the relevant stakeholders. Besides, success varies across different dimensions, such as industries, countries, sectors, stakeholders and across timescales of the project lifecycle, which necessitates developing context-specific evaluations criteria and factors. The purpose of this study is to explore the stakeholder's roles and their importance and investigate their perceptions of success criteria and the associated factors for the context of tourism resorts in Oman. This research focused on the context of tourism projects in the case of a developing country. Tourism has grown globally, passing the mark of one billion tourists, and is becoming the largest service industry in the world (Duncan et al. 2013). With this growth come projects that countries are undertaking to cultivate the benefits of tourism, as much as possible, in order to meet their economic challenges and improve their economy. One form of tourism developments that has been favoured by countries is the resort's development, where it is believed that the benefits outweigh the negative impacts. Oman is an oil-dependent, developing country, where oil and gas are making 79% of government revenue and 42% of the GDP (BTI 2018, p.26). The government has established a tourism policy that aims to increase the tourism share within the country's gross domestic product (GDP) from current level of less than 3% to around 10% by the year 2040. The policy demonstrates, among others, the initiatives of developing resorts across different parts of the country to showcase their diverse nature and charms to attract specific segments of tourists. The success criteria and the associated factors for these projects involve a different set of stakeholders that value the long term impacts of such developments. With the research nature being exploratory and seeking stakeholder’s thoughts and opinions, an interpretivist paradigm is pursued. This was conducted using a qualitative methodology with semi-structured interviews to understand the perceptions of multiple stakeholders for the resort project's success. The local stakeholders were purposively selected to be interviewed, as they live out the positive or negative impacts of these developments. Thirty-six participants were interviewed representing the main stakeholder groups of government, investors, operators, NGOs and residents from different resort areas, i.e. sea and mountain resorts. The interviews were transcribed and manually coded using a three-phase coding process in line with Saldana (2013). NVIVO software was used to facilitate the data analysis process. The analysis resulted in a better understanding of the roles of stakeholders and developed context-specific themes that constituted success criteria and factors for the resort projects in Oman. The findings of the research were presented in a seminar to academics at Sultan Qaboos University, in Oman, as well as presented to individuals from government, and private sectors to confirm credibility and minimise any research bias. The findings of this research serve both the fields of project success and tourism resort literature at individual levels as well as collectively. The results demonstrate that there is an ambiguity in the dimensions of project success: factors and criteria which has contributed to the confusion of the project success definition that was highlighted in the literature by Davis (2016). The research identified possible explanations for this confusion that would help to clarify the concept of project success. Besides, the research reveals that in the long-term, the success of projects goes beyond the ‘iron triangle' measurement; instead, success is a process of stakeholder’s satisfaction that involves successive inter-exchanges. The stakeholders are context-specific where the context of the project designates their interest, roles and power. The exchanges between the stakeholders are governed by trust between them, where each stakeholder’s power plays a role. The research has utilised Social Exchange Theory (SET) as a framework to explain how success criteria and factors are exchanged between stakeholders to reach a satisfactory state. The use of SET can support the research in describing how different stakeholders perceive the success of projects throughout the project lifecycle. Elements of stakeholder’s power and trust between them were integrated into the model of resort project success from Oman. In the development of the model for this thesis, it was proposed that satisfactory exchanges between stakeholders must take place where there is a need to balance the power of all stakeholders. Stakeholder's power is a function of resource's ownership and the right of people to elect their government, both of which do not exist in the case of Oman; research found that people have a ‘conditional power' where certain factors influence its level. The conditional power can vary considerably and impacts the overall success of the project. Unlike what the literature suggests that trust increases with power, this research found that this is only applicable between government and the private sector. However, with the public, the power increases when there is a lack of trust with both the government and the private sector.

Evaluation of the "Internet +" Environmental Public Welfare Project Based on Value Co-creation

Abstract: The emerging "Internet +" environmental public welfare projects have been developing rapidly in recent years. However, there is no consensus reached on how to measure their effectiveness. From the perspective of value co-creation, this paper analyzes the value created by stakeholders of "Internet +" environmental public welfare projects in the whole life cycle of these projects, develops the evaluation index of project success, identifies the influencing factors based on "time-quality-cost", and designs the questionnaire containing 39 measurement items. On the ground of the exploratory factor analysis of 219 valid responses, the evaluation index system of the "Internet +" environmental public welfare project is established, including the preliminary preparation, implementation process, and subsequent influence. This set of indicators combines the traditional triple constraints, project stakeholders and project life cycle, and provides a reference for the development of "Internet +" environmental public welfare projects. The instrument is also useful for the evaluation research of public welfare projects participated by the whole people in the digital era.

Project Risk Management

Abstract: Understand the basic concepts, characteristics, theories and methods of project risk management so that readers have a general understanding of project risk management. Understand the current situation, characteristics and countermeasures of project risk management both at home and abroad. Understand the new situation of project risk management development.