2,425,800 research outputs found

    Design of post project analysis and risk management processes for r&d projects

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    This study has been performed as a project management process improvement project in the R&D Department of a leading white goods manufacturer in Turkey. Data related to 93 projects executed and finished during 1994-2001 in the R&D Department is compiled. These projects are analyzed to determine the factors that affect the project performance and to identify the risks encountered in the past and to compile a Risk Checklist as an input to the proposed risk management process. Then, a risk management process and a post project analysis process are designed for introducing risk management and organizational learning practice to the R&D Center. The risk management and project analysis processes are tested on a project close to its initiation and on two recently completed projects, respectively. It is observed that learning points are identified upon analyzing risk issues and the risk management process outcomes may provide insights into the weaknesses in the project management process. Thus, both processes are intertwined and evolve around each other

    Stochastic Processes In Project Management

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    Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works)

    Decision Management Process Improvement Project

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    A Project Submitted in Partial Fulfillment of the Requirements for the Degree of MASTER OF SCIENCE in Project ManagementIt has become all too common that questions are raised during the execution of a project pertaining to the decisions that were made early on. Without having maintained a concise, accessible record of project decisions, the project manager and team members would find it difficult to provide hard evidence as to how they got to this point and what impacts specific decisions had on the project’s trajectory. This paper introduces the Decision Management Process Improvement Project (DMPIP), which focuses on improving decision management process throughout the lifecycle of a project with the aim of adding value to project performance and helping obtain project success. This new tool was inspired due to a lack of appropriate methods involving complex projects at a local consulting firm. The process along with the tool is being added to the toolset of a local Consulting Firm. This Firm plans to introduce the tools and techniques to clients that will benefit from an increased Project Management maturity level with improvements to its decision-tracking processes and demonstration of downstream effects of important decisions. The final product is a contribution to the Project Management Body of Knowledge (PMBOK) in the form of creating a Project Decision Management knowledge area in the PMBOK format. A decision log that follows a decision throughout the whole process from problem identification and analysis to the eventual outcome is at the core of the created knowledge area.Title Page / Table of Contents / List of Exhibits / Abstract / Keywords / Introduction / Project Purpose / Project Benefits / Research Methodology / Research Results Analysis / Project Management Approach / Final Products / Conclusion and Recommendations / Opportunities for Future Development / Reference

    The future obligations of "project manager" as construction integral director (DIPE) in the law of buildings construction in spain (LOE)

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    In the year 1999 approves the Law of Construction Building (LOE, in Spanish) to regulate a sector such as construction, which contained some shortcomings from the legal point of view. Currently, the LOE has been in force 12 years, changing the spanish world of the construction, due to influenced by internationalization. Within the LOE, there regulating the different actors involved in the construction building, as the Projects design, the Director of Construction, the developer, The builder, Director of execution of the construction (actor only in Spain, similar as construcion engineer and abroad in), control entities and the users, but lacks figure Project manager will assume the delegation of the promoter helping and you organize, direct and management the process. This figure assumes that the market and contracts are not legally regulated in Spain, then should define and establish its regulation in the LOE. (Spain Construction Law) The translation in spanish of the words "Project Manager is owed to Professor Rafael de Heredia in his book Integrated Project Management, as agent acting on behalf of the organization and promoter assuming control of the project, ie Integraded Project Management . Already exist in Spain, AEDIP (Spanish Association Integrated of Project Construction management) which comprises the major companies in “Project Management” in Spain, and MeDIP (Master in Integrated Construction Project) the largest and most advanced studies at the Polytechnic University of Madrid, in "Construction Project Management" they teach which is also in Argentina. The Integrated Project ("Project Management") applied to the construction process is a methodological technique that helps to organize, control and manage the resources of the promoters in the building process. When resources are limited (which is usually most situations) to manage them efficiently becomes very important. Well, we find that in this situation, the resources are not only limited, but it is limited, so a comprehensive control and monitoring of them becomes not only important if not crucial. The alternative of starting from scratch with a team that specializes in developing these follow directly intervening to ensure that scarce resources are used in the best possible way requires the use of a specific methodology (Manual DIP, Matrix Foreign EDR breakdown structure EDP Project, Risk Management and Control, Design Management, et ..), that is the methodology used by "Projects managers" to ensure that the initial objectives of the promoters or investors are met and all actors in process, from design to construction company have the mind aim of the project will do, trying to get their interests do not prevail over the interests of the project. Among the agents listed in the building process, "Project Management" or DIPE (Director Comprehensive building process, a proposed name for possible incorporation into the LOE, ) currently not listed as such in the LOE (Act on Construction Planning ), one of the agents that exist within the building process is not regulated from the legal point of view, no obligations, ie, as is required by law to have a project, a builder, a construction management, etc. DIPE only one who wants to hire you as have been advanced knowledge of their services by the clients they have been hiring these agents, there being no legal obligation as mentioned above, then the market is dictating its ruling on this new figure, as if it were necessary, he was not hired and eventually disappeared from the building process. As the aim of this article is regular the process and implement the name of DIPE in the Spanish Law of buildings construction (LOE

    Co-production on the Edge of Project and Process Management - The Sijtwende development project

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    The goal of this paper is to describe and analyze co-production in public private partnerships in spatial planning. We will describe one specific case study, the location development project Sijtwende on the edge of two municipalities (The Hague and Voorburg), on the edge of public and private investments and on the edge of urban development and extension of the mobility system. We will elaborate the bottlenecks in the cooperation between several actors involved. Furthermore we will look for important breakthroughs in the process of collaborative development of the area. How was it possible that after a public lock in situation that took more than twenty years a private party was able to force a breakthrough? Finally we will deal with the question what this case learns us for the management of these complex processes of co-production. We will combine theoretical thoughts and empirical insights from our in-depth case study in order to find balances in using project management and process management strategies for managing complex spatial planning processes.

    Making SECCM Labs Construction Meetings Part of the Course

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    Construction management students learn the process of a major construction project directly from the builders and project owners

    Institutional issues in the CBFM-2 project

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    A wide range of institutional arrangements were practiced in the Community Based Fisheries Management project in phase-1 (1994-1999) and phase-2 (2001-2007). The project documents stated that there were three main fisheries management approaches; fisher-led, community-led and women-led, however this fails to capture the full diversity of approaches adopted by 10 project partners (including DoF) during implementation. As a part of the institutionalization process, 130 CBOs were developed and established under the project as clear legal entities. In order to achieve sustainable management of the fisheries, efforts have been made towards linking these communitybased organizations (CBOs) and local institutions in CBFM-2 sites. Four regional CBO networking committees and a central committee were formed. The central committee is now being officially registered. Project partner NGOs were the main agencies involved in the CBO development process. To improve the likelihood of long-term CBO sustainability, plans have been prepared and are being implemented for project phase-out and post-project sustainability. Another important process was cluster management in CBFM. Overall, it can be concluded that the establishment of CBOs as local level institutions, cluster management and CBO networks made a positive contribution towards project implementation and should help to ensure that CBFM approaches are sustained.Fishery management

    Compulsory Liability Insurance for Commercial Motor Vehicles

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    With its core in adaptability and change responsiveness, the Agile methodology has become a popular application of the project process within the often volatile environment of today’s software development projects. The Agile methodology emphasizes interaction between project roles over documentation and formal processes. This higher interaction increases the need for functioning information dissemination throughout the entire project process. The study was carried out at a small sized Swedish IT consultancy firm. The company wished to acquire a project management and planning software tool to support the entire project process and all involved project roles. However, awareness of areas in the project process in need of support was not entirely clear. Therefore, the objective of the study was to investigate the company’s application of the Agile project process and identify potential challenges. Furthermore, the objective was to investigate how a project management and planning software tool can support the Agile project process within software development. The thesis was carried out as an abductive case study, where qualitative data collection methods and literature studies were combined. As a result from the study, two main conclusions have been drawn. Firstly: requirements engineering, the customer role, communication, and knowledge transfer were concluded as prominent challenges in the project process in need of increased support. Secondly, a project management and planning software tool can support the project process by: increasing the communication and collaboration abilities, providing holistic and historical project overview, providing a single storage location, and providing structure. Furthermore, the study has also shown that the project management and planning software tool needs to interact with the Agile project process in order to provide successful support. As final contribution, the Interaction model was created. The model visualizes the main areas in which a project management and planning software tool must interact with the Agile process, in order to support the entire project process successfully.Genom dess anpassningsförmåga och förändringsmottaglighet har den Agila metodiken blivit en populär tillämpning för projektprocessen inom mjukvaruutveckling, en miljö där snabba förändringar tillhör vardagen. Den Agila metodiken framhäver interaktion mellan projektroller  framför  dokumentation  och  formella  processer,  vilket  ökar  behovet  av fungerande informationsspridning genom hela projektprocessen. Studien  har  utförts  hos  ett  mindre  svenskt  IT-konsultföretag,  vilket  önskade  att införskaffa en programvara för ett projektlednings- och planeringsverktyg som kan stötta hela  projektprocessen  och  alla  involverade  projektroller.  Medvetenheten  kring  de områden i projektprocessen som är i behov av stöd var däremot inte helt tydlig. Målet med   studien   var   därför   att   undersöka   företagets   tillämpning   av   den   Agila projektprocessen  och  identifiera  eventuella  utmaningar.  Vidare  var  målet  också  att undersöka hur en programvara för ett projektlednings- och planeringsverktyg kan stödja den Agila projektprocessen inom mjukvaruutveckling. Examensarbetet utfördes som en abduktiv fallstudie där flera kvalitativa datainsamlingsmetoder användes tillsammans med litteraturstudier. Som resultat av studien har två huvudslutsatser dragits. För det första; kravhantering, kundrollen, kommunikation  och  kunskapsöverföring  identifierades som framträdande utmaningar i projektprocessen i behov av ökat stöd. För det andra, att en programvara för ett projektlednings- och planeringsverktyg kan stödja projektprocessen genom att; förbättra  kommunikations-  och  samarbetsmöjligheterna,  ge  en  övergripande  och historisk projektöverblick, fungera som en gemensam lagringsplats och tillhandahålla struktur.  Vidare  har  studien  visat  att  en  programvara  för  ett  projektlednings-  och planeringsverktyg  måste  interagera  med  den  Agila  projektprocessen  för  att  ge  ett effektivt  stöd.  Som  ett  slutligt  bidrag  skapades  "the  Interaction  model",  vilken visualiserar huvudområdena inom vilka en programvara för ett  projektlednings- och planeringsverktyg måste interagera med projektprocessen för att ge ett fullt stöd till processen
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