Using Project Management Techniques to Design a PMP Mathematics Study App for the Windows Universal Platform

Background As a late comer to the smartphone market, Microsoft has fallen behind the Apple and Google app ecosystems in the quantity and quality of apps offered. To attract developer talent, Microsoft released the Universal Windows Platform which enables apps to run across Windows devices with few additional modifications. Although the Windows app ecosystem has realized an increased number of available apps, few apps related to project management are currently available. About the project This project will design a PMP Certification Mathematics Study App for the Universal Windows Platform which will serve as a reference and study aid for the PMP certification exam. The app will be available to mobile and PC users who are utilizing the Microsoft Windows 10 and Windows 8 operating systems. Features of the app will include project management formula lookup, formula flashcards, and practice problems. At the completion of the project, the app will be submitted to the Windows Store for review and publishing to the Windows 10 application ecosystem. Approach The project scope will include the design of the app from requirements gathering to completion. Project deliverables will be aligned with Windows store applications evaluation criteria for responsiveness, reliability, and style. This project will conclude with submission of a completed application design to the project sponsor.Title Page / Table of Contents / List of Exhibits / Abstract / Background / About the project / Approach / Keywords / Introduction / Project Purpose / Project Approach / Research and Analysis / Research Approach / Research Analysis / Application Design Rating Verification / Research Objective 1: Investigate the preferred learning style of potential users / Research Objective 1: Design Conclusions and Implications / Flashcards Module / Formula Builder Module / Formula Reference Module / Research Objective 2: Investigate the most important aspect of user satisfaction / Research Objective 2: Design Conclusions and Implications / Research Conclusions / Requirements Gathering / User Interface Design / Project Deliverable Design / ViTech CORE / Input Application Requirements / Identify Application Components / Identify Component Functions / Identify Use Cases and Test Activities / Project Deliverables / Application Design Documents / Application Hierarchy / Conclusions and Recommendations / ViTech CORE Software Con/ lusions / Graphing Capabilities / Diagnostics Capabilities / Requirements Mapping and Verification / Final Project Deliverables / Recommendations for Further Research and Development / Application Publishing / Further Development and Product Updates / User Feedback Collection / Application Update Opportunities / Application Expansion Opportunitie

Re-conceptualising strategy in design management education

The aim of this paper is to explain the current place of ‘strategy’ in design management education in the UK. The research questions concern the extent to which design management education meets the needs of future strategic roles in management and secondly the ways in which design management education is keeping abreast with current theory and practice of management strategy. The paper draws on research from a UK research council project, The Metamorphosis of Design Management Network (MDMN).The methodology uses a qualitative approach to analyse the transcripts and activities undertaken in symposia over a five year period from 2007-2012, with a focus on four events held from 2010-12. The findings on education and strategic designer development were matched against the content analysis of strategy in conference papers presented at British Academy of Management from 2009-13. The findings demonstrate the exposure of students to organisations and different design contexts. However other strategic management developments in strategy-as-practice, dynamic capabilities and scenario building provide new opportunities to extend design management education. The conclusion summarises the opportunities for design education and the development of students as strategic designers through new interdisciplinary approaches

BIM and its impact upon project success outcomes from a Facilities Management perspective

The uptake of Building Information Modelling (BIM) has been increasing, but some of its promoted potential benefits have been slow to materialise. In particular, claims that BIM will revolutionise facilities management (FM) creating efficiencies in the whole-life of building operations have yet to be achieved on a wide scale, certainly in comparison to tangible progress made for the prior design and construction phases. To attempt to unravel the factors at play in the adoption of BIM during the operational phase, and in particular, understand if adoption by facilities managers (FMs) is lagging behind other disciplines, this study aims to understand if current BIM processes can ease the challenges in this area faced by facilities management project stakeholders. To do this, success from a facilities management viewpoint is considered and barriers to facilities management success are explored, with focused BIM use proposed as a solution to these barriers. Qualitative research was undertaken, using semi structured interviews to collect data from a non-probability sample of 7 project- and facilities- management practitioners. Key results from this study show that the main barrier to BIM adoption by facilities managers is software interoperability, with reports that facilities management systems are unable to easily import BIM data produced during the design and construction stages. Additionally, facilities managers were not treated as salient stakeholders by Project Managers, further negatively affecting facilities management project success outcomes. A µresistance to change was identified as another barrier, as facilities managers were sceptical of the ability of current BIMenabled systems promoted as being FM compatible to be able to replicate their existing Computer Aided Facility Management (CAFM) legacy software and its user required capabilities. The results of this study highlight that more work is needed to ensure that BIM benefits the end user, as there was no reported use of BIM data for dedicated facilities management purposes. Further investigation into the challenges of interoperability could add significant value to this developing research area.The uptake of Building Information Modelling (BIM) has been increasing, but some of its promoted potential benefits have been slow to materialise. In particular, claims that BIM will revolutionise facilities management (FM) creating efficiencies in the whole-life of building operations have yet to be achieved on a wide scale, certainly in comparison to tangible progress made for the prior design and construction phases. To attempt to unravel the factors at play in the adoption of BIM during the operational phase, and in particular, understand if adoption by facilities managers (FMs) is lagging behind other disciplines, this study aims to understand if current BIM processes can ease the challenges in this area faced by facilities management project stakeholders. To do this, success from a facilities management viewpoint is considered and barriers to facilities management success are explored, with focused BIM use proposed as a solution to these barriers. Qualitative research was undertaken, using semi structured interviews to collect data from a non-probability sample of 7 project- and facilities- management practitioners. Key results from this study show that the main barrier to BIM adoption by facilities managers is software interoperability, with reports that facilities management systems are unable to easily import BIM data produced during the design and construction stages. Additionally, facilities managers were not treated as salient stakeholders by Project Managers, further negatively affecting facilities management project success outcomes. A µresistance to change was identified as another barrier, as facilities managers were sceptical of the ability of current BIMenabled systems promoted as being FM compatible to be able to replicate their existing Computer Aided Facility Management (CAFM) legacy software and its user required capabilities. The results of this study highlight that more work is needed to ensure that BIM benefits the end user, as there was no reported use of BIM data for dedicated facilities management purposes. Further investigation into the challenges of interoperability could add significant value to this developing research area

Learning investments and organizational capabilities: case studies on the development of project portfolio management capabilities

Purpose The purpose of this paper is to improve understanding and provide guidance for investments in organizational learning mechanisms for the establishment and evolution of organizational capabilities such as project portfolio management (PPM) and project management capabilities. Design/methodology/approach A multiple-case study research project investigates the development of PPM capabilities in six successful organizations across diverse industries. Findings The research indicates that PPM and organizational learning are dynamic capabilities that enhance an organization's ability to achieve and maintain competitive advantage in dynamic environments. PPM capabilities are shown to co-evolve through a combination of tacit experience accumulation, explicit knowledge articulation and explicit knowledge codification learning mechanisms. Although all three learning mechanisms are important throughout the establishment and evolution of PPM capability development, the research indicates that the development of an effective PPM capability will require particularly strong investments in enhancing tacit experience accumulation mechanisms and explicit knowledge codification mechanisms during the initial establishment or during periods of radical change to the PPM process

IT Workforce Trends: Implications for Curriculum and Hiring

At the 2007 Americas Conference on Information Systems (AMCIS), panelists discussed a continuing research project about the current IT workforce and future trends, presenting the latest results of an international Web-based survey. The project is sponsored by the Society for Information Management (SIM) International Advocacy Program and consists of two phases. The initial phase was a study of workforce trends in IT client companies and was completed in 2006. IT executives from client firms say it is critical to own business and project management capabilities, and they especially value them in their mid-level hires. Technical capabilities are more likely to be externally sourced, but they are also sought in entry-level hires. The second phase is a study of trends in service provider companies and is ongoing. Our preliminary results indicate that provider firms also value project management and business domain capabilities over technical capabilities. In the panel, we compared the Phase 2 (provider) results to the Phase 1 results from client organizations and discussed the implications of the data for curriculum design, hiring and training practices

Evaluation of the Trajectory Operations Applications Software Task (TOAST). Volume 2: Interview transcripts

The Trajectory Operations Applications Software Task (TOAST) is a software development project whose purpose is to provide trajectory operation pre-mission and real-time support for the Space Shuttle. The purpose of the evaluation was to evaluate TOAST as an Application Manager - to assess current and planned capabilities, compare capabilities to commercially-available off the shelf (COTS) software, and analyze requirements of MCC and Flight Analysis Design System (FADS) for TOAST implementation. As a major part of the data gathering for the evaluation, interviews were conducted with NASA and contractor personnel. Real-time and flight design users, orbit navigation users, the TOAST developers, and management were interviewed. Code reviews and demonstrations were also held. Each of these interviews was videotaped and transcribed as appropriate. Transcripts were edited and are presented chronologically

Building information modelling project decision support framework

Building Information Modelling (BIM) is an information technology [IT] enabled approach to managing design data in the AEC/FM (Architecture, Engineering and Construction/ Facilities Management) industry. BIM enables improved interdisciplinary collaboration across distributed teams, intelligent documentation and information retrieval, greater consistency in building data, better conflict detection and enhanced facilities management. Despite the apparent benefits the adoption of BIM in practice has been slow. Workshops with industry focus groups were conducted to identify the industry needs, concerns and expectations from participants who had implemented BIM or were BIM “ready”. Factors inhibiting BIM adoption include lack of training, low business incentives, perception of lack of rewards, technological concerns, industry fragmentation related to uneven ICT adoption practices, contractual matters and resistance to changing current work practice. Successful BIM usage depends on collective adoption of BIM across the different disciplines and support by the client. The relationship of current work practices to future BIM scenarios was identified as an important strategy as the participants believed that BIM cannot be efficiently used with traditional practices and methods. The key to successful implementation is to explore the extent to which current work practices must change. Currently there is a perception that all work practices and processes must adopt and change for effective usage of BIM. It is acknowledged that new roles and responsibilities are emerging and that different parties will lead BIM on different projects. A contingency based approach to the problem of implementation was taken which relies upon integration of BIM project champion, procurement strategy, team capability analysis, commercial software availability/applicability and phase decision making and event analysis. Organizations need to understand: (a) their own work processes and requirements; (b) the range of BIM applications available in the market and their capabilities (c) the potential benefits of different BIM applications and their roles in different phases of the project lifecycle, and (d) collective supply chain adoption capabilities. A framework is proposed to support organizations selection of BIM usage strategies that meet their project requirements. Case studies are being conducted to develop the framework. The results of the preliminary design management case study is presented for contractor led BIM specific to the design and construct procurement strategy

IT Workforce Trends: Implications for Curriculum and Hiring

A panel on workforce trends in the information technology industry was held at the AMCIS meeting in Toronto, Canada, in August 2008. Panelists discussed a continuing research project about the current state of the IT workforce and future trends, sponsored by the Society for Information Management (SIM). The initial phase was a study of workforce trends in IT client companies, completed in 2006. Results from phase one revealed a shift in the mission of the information system function from delivering technology-based solutions to managing the process of delivering solutions. Client-facing capabilities were found to be critical to this mission as well as business and project-management capabilities. Phase two examined workforce trends in IT provider companies. Results indicate that provider firms are also seeking client-facing capabilities, project management and business domain knowledge over technical capabilities. Panelists compared the results of the two phases and the implications for curriculum design, hiring, and training practices. The results of this research underline a looming crisis in several areas: 1) graduates who are not trained in areas that the marketplace is seeking; 2) thin pipeline for specific technical skills; 3) increasing pressure to source IT capability; and 4) lag in university responsiveness to the needs of the marketplace

Innovation and Employability in Knowledge Management Curriculum Design

During 2007/8, Southampton Solent University worked on a Leadership Foundation project focused on the utility of the multi-functional team approach as a vehicle to deliver innovation in strategic and operational terms in higher education (HE). The Task-Orientated Multi-Functional Team Approach (TOMFTA) project took two significant undertakings for Southampton Solent as key areas for investigation, one academic and one administrative in focus. The academic project was the development of an innovative and novel degree programme in knowledge management (KM). The new KM Honours degree programme is timely both in recognition of the increasing importance to organisations of knowledge as a commodity, and in its adoption of a distinctive structure and pedagogy. The methodology for the KM curriculum design brings together student-centred and market-driven approaches: positioning the programme for the interests of students and requirements of employers, rather than just the capabilities of staff; while looking at ways that courses can be delivered with more flexibility, e.g. accelerated and block-mode; with level-differentiated activities, common cross-year content and material that is multi-purpose for use in short courses. In order to permit context at multiple levels in common, a graduate skills strand is taught separately as part of the University’s business-facing education agenda. The KM portfolio offers a programme of practically-based courses integrating key themes in knowledge management, business, information distribution and development of the media. They develop problem-solving, communications, teamwork and other employability skills as well as the domain skills needed by emerging information management technologies. The new courses are built on activities which focus on different aspects of KM, drawing on existing content as a knowledge base. This paper presents the ongoing development of the KM programme through the key aspects in its conception and design

Rdesign: A data dictionary with relational database design capabilities in Ada

Data Dictionary is defined to be the set of all data attributes, which describe data objects in terms of their intrinsic attributes, such as name, type, size, format and definition. It is recognized as the data base for the Information Resource Management, to facilitate understanding and communication about the relationship between systems applications and systems data usage and to help assist in achieving data independence by permitting systems applications to access data knowledge of the location or storage characteristics of the data in the system. A research and development effort to use Ada has produced a data dictionary with data base design capabilities. This project supports data specification and analysis and offers a choice of the relational, network, and hierarchical model for logical data based design. It provides a highly integrated set of analysis and design transformation tools which range from templates for data element definition, spreadsheet for defining functional dependencies, normalization, to logical design generator