Showing papers on "Project stakeholder published in 1994"

Collaborative benchmarking in health care.

Abstract: Article-at-a-Glance Background A collaborative approach to traditional benchmarking involves the formation of a voluntary network of health care providers that cooperate in carrying out the benchmarking study. The collaborative approach Collaborative benchmarking involves three phases: ■ Select the benchmarking topic. Decision makers at the sponsoring organization select the benchmarking topic. ■ Establish the benchmarking collaborative. Potential participant organizations are identified and encouraged to join the collaborative. Once the collaborative is formed, project stakeholders are identified, a charter for the study is created, and the project steering committee is established. ■ Conduct the study. A combination of internal and external benchmarking can be used, first conducting the project within the collaborative, then repeating the study either within the industry or across industries. Regardless of the benchmarking type selected, the process follows the Plan-Do-Study-Act cycle. An example of a health care system that is benchmarking the workers’ compensation process is used to illustrate the three phases of collaborative benchmarking. A second example, which describes a benchmarking project focused on the admissions process, illustrates the external benchmarking phase. Prerequisites and accelerators Four prerequisites for effective benchmarking are leadership commitment, experience with continuous quality improvement, preparation of the organization, and identification of key processes. Organizational capacity for learning, knowledge of the customer and process variation, resource availability, and leadership understanding of benchmarking may each accelerate, or retard, the effective use of collaborative benchmarking.

Action Research—who owns the process?

Abstract: Many action research projects initiated to bring about certain outcomes in classrooms are externally funded and managed. The tensions brought about by such circumstances are discussed in this paper. The points raised are illustrated by a case study of a project funded to explore the construction of gender in the early years of schooling. Although the aims specified for the project were achieved, some members of the project management committee had expectations of the participants in the project which resembled a technical approach to action research and a top‐down approach to the management of change. The difficulties brought about by the external funding and management of the project relate to the choice of topics for investigation by the participants, the time line for the project and the nature of the end product specified by the project brief.

Whole‐brain Project Management for All

Abstract: Examines project management and project work, and the tools and techniques used. Claims these tools and techniques have largely failed to deliver. Details Herrmann′s framework for testing individuals′ preferred ways and modes of thinking in order to forecast their likely behaviours and attitudes. Argues that this projection can lead to a better understanding between professionals and occupations.

An anatomy of a Hong Kong project — organization, environment and leadership

Abstract: An analysis is presented of the organization structure of a large complex project in Hong Kong which involved both public and private sector participants. The project is the US$400 million Hong Kong Convention and Exhibition Centre. The analysis identifies the novel contract strategy used and the resulting relationship which existed between contributors to the project. The analysis is based on the systems approach to organization structure and focuses on the structure of decisions, differentiation and integration of the operating system, the client and the managing system. Distinction is made between the macro- and micro-environments of the project with which the organization structure had to interact. Features of the leadership styles adopted at a high level on the project are discussed. Conclusions are drawn within the context of the interplay between project environment, organization structure and leadership.

Gower handbook of project management

Abstract: Part 1: project management and its organization the nature and purpose of project management project organization establishing a project organization the politics of project management. Part 2: contract administration contract law contracts and payment structures contract administration insurance project definition the impact of Europe on project management. Part 3: accounting and finance financing the project cost estimating cost control controlling cash and credit project appraisal. Part 4: planning and scheduling planning with charts critical path methods resource scheduling. Part 5: managing project materials materials planning and control project purchasing inspection and expediting shipping project equipment and materials. Part 6: computers in project management computer programs for network analysis-1 computer programs for network analysis-2 project risk management integrated systems for planning and control an integrated project management system in action. Part 7: managing progress and performance managing progress fast tracking motivation in the project setting project quality mangement project health and safety project management and the environment. Appendices: code of conduct for project managers internet.

Managing IT Projects for Success: Reengineering or Better Project Management?

Abstract: Boehm (1984) and Capers Jones (1991, 1995) provide estimating heuristics that put the development effort for large IT-systems at 50,000 work-hours plus or approximately 40 50 person years (based on 5 workhours/day and 210 days/year). In addition, the actual development effort would require additional business professional effort not usually measured by computer-oriented project tracking systems. These people would be indirectly involved in education, physical office re-organization, testing, file conversions, etc.

Precepts of Project Management

Abstract: Considering the importance of project management to the practice of consulting engineering and the fact that most engineers are expected to be able to manage projects at some point in their careers, it is surprising that so little formal attention is given to the matter. Either it is assumed that project management requires no particular skills, or that engineers will somehow develop whatever skills may be necessary on their own. In truth, good project managers do possess very definite skills and they often follow certain procedures. This article identifies 12 basic elements of good project management and offers some explanations as to why these elements are so important. The suggestions for effective project management are steeped in common sense and trace back to planning, communication and coordination.

Irrigation project management practices: some cultural explanations of organisational behaviour

Abstract: A study of two irrigation organisations has demonstrated a significant degree of cultural influence on project management practices. All aspects, from the design of a project to the stages of operation and evaluation bear the impact of local cultural parameters. Institutional measures relating to the planning and management of projects thus need to take into account these parameters for an efficient delivery of project outcomes.

Changing corporate environmental philosophy: Project renewal gets companies started

Abstract: Project RENEWAL is an innovative new environmental business project taking place in New Jersey. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. The purpose of this project is to investigate and promote the linkages between ecology, technology, and business economics for the benefit of the economy and the environment. This is a collaborative effort, initially focused on equipment and inventory assets, between the business and environmental communities in order to explore new ways to increase business efficiency and profitability and also benefit the environment. Participants in the project include representatives from industry, consulting, local and state government, environmental agencies, trade groups and academia. This article will outline the background and initial framework of Project RENEWAL's initiatives. (The authors are open to comments, suggestions, criticism, and most importantly input from others who share their vision and are willing to cooperatively accelerate the change process).

Leadership and Project Performance

Abstract: The principal aim of this paper is to identify the effects of leadership styles on the performance of construction projects. Various leadership theories and project evaluation theories were reviewed in the context of the construction industry. The Managerial Grid developed by Blake and Mouton was used as a classification model to determine the management style of a project manager. Four criteria, including time, cost, quality and client's satisfaction were used to measure the performance of the project. These four criteria were then compounded to a Project Success Index (PSI) as an indicator to project performance. The results derived from 31 questionnaires suggested that 9,9 style (high concern for both production and people) was the most preferred leadership style in the construction industry and more likely to provide a successful outcome to a project than the others.

The uncertainty map and project management

Abstract: The way in which projects should be managed is influenced by the degree to which the outcomes, or goals, are clear and by the state of knowledge about how these outcomes might be achieved. This is particularly so in research and development, where a simple framework for mapping uncertainty has proved to be a valuable aid to project managers.