A Multicultural Experience Boosted by Specialized European Master: A Real Approach to Internatioanl Project Management

When the Specialized Master in International Project Management started in Madrid in 2009, ESCP Europe, a high-level school of management with international scope, decided to reinforce the European institution and also to foster innovation sustaining a wide international partnership network. Students and executives came from around the world and the school offered them a model of Project Management which prepared them for the multicultural future where geographically dispersed projects teams must collaborate with a common goal. Created in 1988, this Master keeps evolving and is a truly international program with international students and a real methodological revolution in Project Management education including international seminaries and destinations in emerging countries: Either, India and China, or Brazil and Argentina. This Specialized Master makes significant use of inductive teaching methods and interactive activities (project simulations, case studies, business plan development, etc.). This guarantees the skills acquisition needed to work in multidisciplinary, international and multicultural teams. The teaching methods emphasize experimentation and simulation exercises including International Consultancy Projects which requests an intensive use of Information and Communications Technologies in order to enable the international experience

A Management Maturity Model (MMM) for project-based organisational performance assessment

Common sense suggests that organisations are more likely to deliver successful projects if they have systems in place that reflect a mature project environment based on a culture of continuous improvement. This paper develops and discusses a Management Maturity Model (MMM) to assess the maturity of project management organisations through a customisable, systematic, strategic and practical methodology inspired from the seminal work of Darwin, Deming, Drucker and Daniel. The model presented is relevant to organisations, such as construction and engineering companies, that prefer to use the Project Management Body of Knowledge (PMBOK™ Guide) published by the Project Management Institute (PMI), but without the disadvantages of excessive time and cost commitments and a ‘one size fits all’ approach linked to rigid increments of maturity. It offers a game-changing advance in the application of project-based organisational performance assessment compared to existing market solutions that are unnecessarily complex. The feasibility of MMM is field-tested using a medium-sized data centre infrastructure firm in Tehran

Management of an ICT project in the public sector implementing a new system

The Master's Thesis (TFM) deals with the management of implementation projects in the public sector through the collaboration between NTT Data, the company where the internship was carried out, and the Centre of Telecommunications and Information Technologies of Catalonia (CTTI). The study focuses on a specific project for the Department A of the Generalitat de Catalunya and explores the integration of management methodologies, such as NTT Data's COM and CTTI's Agile approach, to improve efficiency and quality in project execution. The TFM provides a detailed overview of the project phases, from pre-documentation to implementation, highlighting the importance of project management in the public sector and the need to ensure the efficient use of public resources. It describes the methodologies used, such as SCRUM and functional testing, and emphasizes collaboration with end users to ensure that the final product meets their expectations. The paper also highlights the relevance of user acceptance testing (UAT) and customer feedback meetings to continuously refine and improve the project. Furthermore, it details the importance of documentation, such as user manuals and workflows, to facilitate the understanding and effective use of the developed application

Success management as a PM knowledge area – work-in-progress

It is a fact that an organization's success is closely linked with its projects’ success. Although there are many studies in literature that focus on different aspects of project success like, for instance, the success factors or the criteria for success assessment, there are only few studies that mention the processes required for success evaluation. Guides and standards, such as the PMBOK 5 or ISO 21500:2012, are not exceptions to this reality. Given the high importance and complexity of the evaluation of the projects’ success, in this work-in-progress the Success Management is proposed as a new knowledge area of project management, as well as a set of processes to be carried out in its scop

The impact of communication on project performance : an empirical study

Abstract: The role of communication in project management has been debated intensively for decades, and investigated from various perspectives in project management literature. Communication is identified as a requisite to success and its ineffectualness a contributing factor to the failure of many projects. While some researchers may have considered communication as a mere success factor in project management, others have identified communication as an important skill and a required competency for project managers. It appears that there is a need to establish contextual and empirical evidence on how communication impacts project performance. With the emergence of social medias as the most popular communication tool in existence at the moment, it has become extremely important to identify the best set of tools and techniques to be used for successful management of communication. This paper aims to investigate and evaluate the relationship between communication and project management performance. It explores some of the tools required for the successful management of communication, as well as the extent to which communication affects project outcomes. A quantitative research approach was used to gain insight into current communication practices in the project management industry. A survey in the form of a questionnaire was distributed to a sample population consisting of professionals involved in project management. A response rate of 70, 7% participation was received and analysed using the e‐survey creator on‐line tool and statistical analysis using SPSS..

Major eGovernment Projects in Health, Education and Transport in Victoria

This paper suggests that an understanding of eGovernment systems can be gained by examining them from the viewpoint of project management principles. The method adopted was to conduct a thematic analysis of documents describing six systems in the Australian state of Victoria. These projects were in Health, Education and Transport. Three were seen to be successful while three were not. The framework for the analysis was generated from a comparison of the general literature of project failure and the principles of two commonly used project management standards: PMBoK and PRINCE2. The comparison of successful and failed eGovernment projects within the same governmental departments enables conclusions to be drawn about the importance of stakeholder involvement and other project management principles

SOFT SKILLS INFLUENCE IN PROJECT MANAGERS IN THE CLOUD SPACE

In technology companies, Project Managers (PM) are being required to develop a set of soft skills, in addition to their technical expertise, in order to positively influence project’s outcomes and succeed in their professional careers. New technologies known as “Cloud”, “Cloud computing”, and “Cloud technology” are being adopted by companies to organize their projects with top technology, and their people with the skills required to work with them. The present work examines academic research and available literature associated to the soft skills related to project management and project managers in the Cloud space in order to identify the top soft skills influencing project success in Cloud, and establish the baseline to create a training program that Cloud companies can use to reinforce and/or develop required soft skills. The present work does not undermine the importance of technical knowledge to perform projects with success, but presents a case on the most important soft skills required in the successful practice of project management in Cloud organizations, and provide insights for future work in the development of a soft skills training program that project managers could take and benefit to succeed in their PM roles in Cloud projects

BIM Effect on the Quality of Communication in the Project Management of Smart Cities

The concept of smart cities points out the future cities, which will incorporate IoT and digitalization for facilitating the communication among people, their devices, government services, and various facilities that can provide enough services for the enormous population in the future cities. To achieve the goal of having the ideal smart cities, it is necessary to go digital and plan for having virtual imagination for every component in the cities, including the construction facilities. BIM method as a means of having a virtual vision of each element of the construction project glows in mind as one sort of assistance to reach this target. This thesis investigates the impact of BIM on the quality of communication in the future smart cities based on the literature review of the three smartest cities including Singapore, London, and Manchester.:Table of Contents List of Figures IV List of Tables V List of Abbreviations VI 1 Introduction 1 1.1 Problem Statement 1 1.2 Aim of the Study 3 1.3 Research Question 4 1.4 Methodology 4 1.5 Structure of Work 5 2 Research Methodology 6 2.1 Introduction 6 2.2 Overview of Common Research Methods 6 2.2.1 Inductive Method 6 2.2.2 Deductive Method 7 2.2.3 Inductive vs. Deductive Method 8 2.2.4 Quantitative Research 8 2.2.5 Qualitative Research 9 2.2.6 Tools for Data Collection 10 2.3 Research Scheme of This Thesis 16 3 Literature Review and Historical Background 19 3.1 Introduction to BIM 19 3.2 BIM Definition 20 3.2.1 National Institute of Building Sciences (NIBS) 20 3.2.2 Autodesk 22 3.2.3 Associated General Contractors of America (AGC) 22 3.3 BIM Levels 24 3.4 Application of BIM 25 3.4.1 Advantages of BIM 27 3.4.2 Disadvantages of BIM 29 3.5 History of employing BIM in construction projects 30 3.5.1 Before the year 2000 30 3.5.2 After the year 2000 31 3.6 Communication in construction projects 32 3.6.1 Communication, Combination of Factors 32 3.6.2 Communication Disorders in Construction Projects 33 3.7 BIM and Project Management 35 3.7.1 BIM vs. PMBOK 36 3.8 Smart Cities 36 3.8.1 Communication in smart city projects 37 3.8.2 Project Management in Smart Cities 39 3.9 Literature Review or Relevant previous studies 40 4 Case- Study 44 4.1 Singapore 44 4.1.1 BIM Use in Singapore 45 4.1.2 ITS Projects in Singapore 49 4.1.3 Intelligent Productivity and Safety System (IPASS) 50 4.1.4 Addressing Communication Challenges by BIM in the projects in Singapore 50 4.2 London, United Kingdom (UK) 52 4.2.1 Smart Projects in London (UK) 53 4.2.2 BIM Use in UK 55 4.2.3 Addressing Communication Challenges by BIM in the projects in UK 56 5 Conclusion 61 5.1 Summary of results 61 5.1.1 Findings of the Questions 62 5.2 Further Research Recommendation 63 Bibliography VII