Risk Management for Enterprise Resource Planning System Implementations in Project-Based Firms

Enterprise Resource Planning (ERP) systems have been regarded as one of the most important information technology developments in the past decades. While ERP systems provide the potential to bring substantial benefits, their implementations are characterized with large capital outlay, long duration, and high risks of failure including implementation process failure and system usage failure. As a result, the adoption of ERP systems in project-based firms has been lagged behind lots of companies in many other industries. In order to ensure the success of ERP system implementations in project-based firms, sound risk management is the key. The overall objective of this research is to identify the risks in ERP system implementations within project-based firms and develop a new approach to analyze these risks and quantitatively assess their impacts on ERP system implementation failure. At first, the research describes ERP systems in conjunction with the nature and working practices of project-based firms and current status and issues related to ERP adoption in such firms, and thus analyzes the causes for their relatively low ERP adoption and states the research problems and objectives. Accordingly, a conceptual research framework is presented, and the procedures and research methods are outlined. Secondly, based on the risk factors regarding generic ERP projects in extant literature, the research comprehensively identifies the risk factors of ERP system implementation within project-based firms. These risk factors are classified into different categories, qualitatively described and analyzed, and used to establish a risk taxonomy. Thirdly, an approach is developed based on fault tree analysis to decompose ERP systems failure and assess the relationships between ERP component failures and system usage failure, both qualitatively and quantitatively. The principles and processes of this approach and related fault tree analysis methods and techniques are presented in the context of ERP projects. Fourthly, certain practical strategies are proposed to manage the risks of ERP system implementations. The proposed risk assessment approach and management strategies together with the comprehensive list of identified risk factors not only contribute to the body of knowledge of information system risk management, but also can be used as an effective tool by practitioners to actively analyze, assess, and manage the risks of ERP system implementations within project-based firms

A BIM-based Approach for Predictive Safety Planning in the Construction Industry

The number of safety incidents in the construction industry is higher than that in most of the other industries. These safety incidents can be attributed to a lack of information and training. The new line of thinking in management has been moving toward predictive decision-making methods with the aid of artificial intelligence (AI). In this regard, the construction industry has been lagging on embracing modern management concepts. Hence, it is vital to re-engineer construction management to be on par with industries such as manufacturing. Building Information Modelling (BIM) can be recognized as the most promising technology that is introduced to the construction sector in the recent past. The information contained in a BIM model can be manipulated to aid construction safety management. This research presents BIM-based methods for predictive safety planning in the construction industry. At first, a comprehensive review of construction management challenges was conducted. This review revealed that although there are some studies regarding BIM-based predictive decision-making, still some knowledge gaps can be mentioned in the safety management of construction workers and building residents. To address the mentioned challenges, at first, this study integrates BIM with fuzzy logic to improve predictive safety planning to reduce the safety incidents in the construction projects. A Fuzzy Inference System (FIS) was developed based on the causality of safety incidents. The FIS extracts construction project data from BIM models while automatically assessing the risk of each potential hazard and also the total risk of a project. The proposed method enables construction managers to prevent construction incidents and enhance the health and safety of construction workers. Furthermore, this study develops a methodological framework for rule checking and the safety-focused ruleset for BIM-enabled building construction projects in Ontario, Canada. Identified safety standards were defined in Solibri Model checker software as a ruleset. The outcomes of this section will ensure the occupant’s safety through a proper design. Moreover, the findings of this will support promoting BIM in the Canadian construction industry

Project management and its relation to long-term project success : an empirically based theoretical framework.

Companies implement effective project management to successfully operate in turbulent market cycles and ensure the success of their endeavors. Project management is indispensable for most industrial sectors and is employed in a variety of for-profit and non-profit organizations. It can be considered as a management method that contributes value to a variety of organizations. Many practitioners and researchers have attempted to identify the causes of project failure, the factors of project success, and the criteria to gauge this success. There has been little agreement on what constitutes project success. In response to the widespread debate surrounding project success, several lists dealing with factors related to project success have been published. The lack of agreement on the definition of project success renders the quest to identify the factors that contribute to successful project implementation moot. Without knowing what constitutes success, we cannot know what contributes to it. Practitioners are interested in recommendations for implementing project success factors and the corrective or preventative actions that should be taken if the project fails to meet one or more project success criteria. Project management and related research are, therefore facing severe criticism for not fulfilling their contributory expectations within the management discipline. The purpose of this research is to identify relationships between the project management body of knowledge and short- and long-term project success. The project management body of knowledge includes nine knowledge areas: integration, scope, time, cost, quality, communication, risk, human resources, and procurement management and five project management process groups (initiating, planning, executing, monitoring, controlling, and closing process groups) (PMBoK, 2004), while project success is related to budget/cost, schedule, customer satisfaction, user satisfaction, stakeholder satisfaction, project team satisfaction, strategic contribution of the project, financial objectives, technical objectives, performance objectives, commercial benefit for contractors, commercial benefit for customer, scope, personal growth, customer approval, profitability, and sales. This study is based on a self-conducted survey of 163 members of the Project Management Institute / German Chapter from October 8, 2013 to January 31st, 2014, who are project managers, project coordinators, or project team members. The business areas included in the survey are computers / information technology, construction, engineering, education, government, health care, manufacturing, software development, and telecommunications. Pearson chi-square tests and Fisher\u27s exact tests were performed to examine whether relationships exist between the project management body of knowledge and project success (short-term and long-term project success). The study revealed significant evidence of relationships between the outputs of the project management body of knowledge and short- and long-term project success. The study revealed also that project success depends on the project type, project size and project business area. The main contributions of this dissertation are: (a) an empirically based investigation of the relationship between outputs of the management processes and the project judgment criteria; (b) a closing of the existing gap in the literature regarding the link between factors that contribute to project success and ways to measure it (in previous studies project success criteria and success factors have been investigated in isolation); (c) a holistic analysis of the project management body of knowledge by providing an organized view of the outputs of each project management process that could influence short- and long-term project resulting outcomes; and (d) a framework for the analysis and improvement of project outcomes by using the theory of constraints

The evaluation and the effectiveness of project management in transformational e-government projects

This paper forms part of an ongoing research of a PhD degree to describe, critically evaluate and examine the underlying barriers and challenges in large e-Government initiatives. The paper invites technology to be incorporated and inculcated into the art and science of project management, and be part of a passable solution as opposed to being distinct and separate from it. The tools used have to increase the novelty (art and science) of project management through human interaction, and empower the project manager and aiding his capacity in delivering the expected outcomes. Due to inadequate implementations of project management procedures and processes, many large information technology systems (ITS) projects failed. This becomes a characteristic and encompasses e-Government project initiatives, due to ambitious program changes, major innovations, large transformations, enterprise wide solutions, collaboration across organizations’ governments and private sectors, and the implementation of unprecedented (or ambitious) solutions. This research paper critically analyses and summarises a list of e-Government challenges and barriers arising from an e-Government survey administered on behalf of the World Information Technology and Services Association (WITSA) which represents the national technology associations in 70 countries. It compares these challenges to the Project Management Body of Knowledge (PMBOK), which is the North American standard in project management methodology. In addition, it highlights the weaknesses in PMBOK to address these challenges and offers a technology-enabled enhancement to the Project Initiation Phase, the area identified as being particularly weak and inadequate in addressing e-Government initiatives and requirements

Risk management standards for P5M

Risk can be managed, minimized, shared, transferred or accepted but it cannot be ignored. An effective and efficient risk management approach requires a proper and systematic methodology and, more importantly, knowledge and experience. Risk management are coordinated activities to direct and control an organization with regard to risk. Based on this definition, project risk management can be derivatively defined as coordinate activities to direct and control a project with regard to risk. In this way, it becomes an integral part of every aspect of managing the project. The goal of this paper is to present and compare the main standards for project risk management that are currently available today. Five international standards recognized world-wide were selected for comparison PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198.Web of Science131341

A systematic approach for architecting a knowledge management system for project management

Thesis (S.M.)--Massachusetts Institute of Technology, System Design & Management Program, 2001.Includes bibliographical references (p. 71-73).Project managers from varying industries face common challenges that exist in complex projects. Examples include: product and resource dependencies, poor communication of critical information within a project, lack of project control, lack of adequate tools to manage resources, etc. Best practices and industry standards (e.g. Capability Maturity Model, Total Quality Management) have been found to mitigate many of these problems when fully implemented. However, no automated tool exists that collectively implements and supports these practices. This thesis proposes a tool that automates many of the requirements management processes and project management processes across all stages of a project's lifecycle. In developing the architecture for such a tool, an industry survey was conducted among leaders from academic, government, and commercial organizations to determine common approaches and obstacles prevalent in managing projects. Based on the survey data, this thesis describes the system architecture and design of a project management tool comprised of numerous protocols. These protocols help to create an environment which minimizes the resistance to change as a result of organizational culture. This tool provides a new set of standards and practices for more mature project management. The results of following these standards and practices are: a left shift of project targets with less variation from estimates to actual results, formal defined project processes for inner and inter-project coordination, project configuration control and maintenance of requirements and historical data, risk management for dependencies and critical paths, automated tools that reduce project overhead and a project tracking and oversight mechanism. Although this thesis is based on an analysis of best practices and industry standards, the resultant framework is original. The proposed architecture can be utilized to develop a world class project and knowledge management software application.by Roshanak Gilani.S.M

Scaling Success: Lessons from Adaptation Pilots in the Rainfed Regions of India

"Scaling Success" examines how agricultural communities are adapting to the challenges posed by climate change through the lens of India's rainfed agriculture regions. Rainfed agriculture currently occupies 58 percent of India's cultivated land and accounts for up to 40 percent of its total food production. However, these regions face potential production losses of more than $200 billion USD in rice, wheat, and maize by 2050 due to the effects of climate change. Unless action is taken soon at a large scale, farmers will see sharp decreases in revenue and yields.Rainfed regions across the globe have been an important focus for the first generation of adaptation projects, but to date, few have achieved a scale that can be truly transformational. Drawing on lessons learnt from 21 case studies of rainfed agriculture interventions, the report provides guidance on how to design, fund and support adaptation projects that can achieve scale

Complexity in the Context of Information Systems Project Management

Complexity is an inherent attribute of any project. The purpose of defining and documenting complexity is to enable a project team to foresee resulting challenges in a timely manner, and take steps to alleviate them.The main contribution of this article is to present a systematic view of complexity in project management by identifying its key attributes and classifying complexity by these attributes. A “complexity taxonomy” is developed and discussed within three levels: the product, the project and the external environment.Complexity types are described through simple real-life examples. Then a framework (tool) is developed for applying the notion of complexity as an early warning tool.The article is intended for researchers in complexity, project management, information systems, technology solutions and business management, and also for information specialists, project managers, program managers, financial staff and technology directors

Addressing challenges to teach traditional and agile project management in academia

In order to prepare students for a professional IT career, most universities attempt to provide a current educational curriculum in the Project Management (PM) area to their students. This is usually based on the most promising methodologies used by the software industry. As instructors, we need to balance traditional methodologies focused on proven project planning and control processes leveraging widely accepted methods and tools along with the newer agile methodologies. Such new frameworks emphasize that software delivery should be done in a flexible and iterative manner and with significant collaboration with product owners and customers. In our experience agile methodologies have witnessed an exponential growth in many diverse software organizations, and the various agile PM tools and techniques will continue to see an increase in adoption in the software development sector. Reflecting on these changes, there is a critical need to accommodate best practices and current methodologies in our courses that deliver Project Management content. In this paper we analyse two of the most widely used methodologies for traditional and agile software development – the widely used ISO/PMBOK standard provided by the Project Management Institute and the well-accepted Scrum framework. We discuss how to overcome curriculum challenges and deliver a quality undergraduate PM course for a Computer Science and Information systems curricula. Based on our teaching experience in Europe and North America, we present a comprehensive comparison of the two approaches. Our research covers the main concepts, processes, and roles associated with the two PM frameworks and recommended learning outcomes. The paper should be of value to instructors who are keen to see their computing students graduate with a sound understanding of current PM methodologies and who can deliver real-world software products.Accepted manuscrip

Accredited qualifications for capacity development in disaster risk reduction and climate change adaptation

Increasingly practitioners and policy makers working across the globe are recognising the importance of bringing together disaster risk reduction and climate change adaptation. From studies across 15 Pacific island nations, a key barrier to improving national resilience to disaster risks and climate change impacts has been identified as a lack of capacity and expertise resulting from the absence of sustainable accredited and quality assured formal training programmes in the disaster risk reduction and climate change adaptation sectors. In the 2016 UNISDR Science and Technology Conference on the Implementation of the Sendai Framework for Disaster Risk Reduction 2015–2030, it was raised that most of the training material available are not reviewed either through a peer-to-peer mechanism or by the scientific community and are, thus, not following quality assurance standards. In response to these identified barriers, this paper focuses on a call for accredited formal qualifications for capacity development identified in the 2015 United Nations landmark agreements in DRR and CCA and uses the Pacific Islands Region of where this is now being implemented with the launch of the Pacific Regional Federation of Resilience Professionals, for DRR and CCA. A key issue is providing an accreditation and quality assurance mechanism that is shared across boundaries. This paper argues that by using the United Nations landmark agreements of 2015, support for a regionally accredited capacity development that ensures all countries can produce, access and effectively use scientific information for disaster risk reduction and climate change adaptation. The newly launched Pacific Regional Federation of Resilience Professionals who work in disaster risk reduction and climate change adaptation may offer a model that can be used more widely