Risk management standards for project management

The purpose of this paper is to present and compare the main standards for project risk management that are currently available today. Four international standards recognized world- wide were selected for comparison: PMI, PRINCE2, IPMA, ISO 31000 and IEC 62198. Project management has evolved over recent years into a mature professional discipline characterized by a formalized body of knowledge and the definition of systematic processes for the execution of a project. All these and possibly other factors as well, have resulted in growing numbers of books, articles and conferences being devoted to project risk management. This level of activity has also led to the development of a number of standards that prescribe for and advise organizations on the best way to manage their risks. Every meaningful standard for project management contains project risk management as its important part.Web of Science4613

Project management under uncertainty

Morris' (1986) analysis of the factors affecting project success and failure is considered in relation to the psychology of judgement under uncertainty. A model is proposed whereby project managers may identify the specific circumstances in which human decision-making is prone to systematic error, and hence may apply a number of de-biasing techniques

Rightsizing Project Management for Libraries

Project management is a current topic in management, and project management offices are springing up in many organizations. Libraries may not need a project management office, but adoption of project management techniques, rightsized for library needs, can focus scope, define and organize tasks, and manage resources for many kinds of projects. The University of New Hampshire Library has implemented selected aspects of project management and is learning where these principles can be applied most effectively for successful projects. This paper describes UNH’s use of selected project management techniques and tools in a major collection integration and relocation project

Project Management Metrics

Metrics and indicators used for the evaluation of the IT projects management have the advantage of providing rigorous details about the required effort and the boundaries of the IT deliverables. There are some disadvantages, as well, due to the fact the input data contains errors and the value of metrics depends on the quality of data used in models.

Project management and music in education and related fields

Project Management (PM) is a well-established field of research with the scope of inquiry now ranging far beyond the industrial and corporate sectors from which it first emerged. Starting from the premise that PM expertise is a valuable professional attribute and life skill of relevance to many if not all educational disciplines, questions emerge both as to how relevant techniques can be most effectively applied in educational contexts, and how insights might potentially be drawn from the study of different disciplines to enrich the PM profession. This paper focuses initially on higher education (specifically university level study) within the United Kingdom (UK) and other countries, and provides a contextual analysis of the discourse and practice of PM in undergraduate degree subjects. Discussion then narrows in on the discipline of music, as a specific context for consideration of PM through the educational and professional continuum. Identifying a relative absence of explicit PM theory or terminology in the vast majority of degree subjects at least in the UK, there is, nevertheless, an underlying presence of project-based activity at least implicit in all university education and music, in particular, presents a distinctive example of a creative, cultural, educational, where PM is an integral component and experience of subject and discipline. This paper concludes by identifying significant value in the development of a more explicit approach to PM in educational contexts and considerable scope for the development of professional relationships between PM organizations and the higher education sector in particular

Exploration and Project Management

Project management in academic studies tends to be regarded as an adequate solution to the problems raised by innovation. This paper sets out to question this tendency to equate projects and innovation which, in our view, can lead to the improper use of projects to manage innovation. We argue that, in line with the work on project classification, a distinction should be made between the various types of design situations to which different types of projects are suited. Qualitative research on automotive telematics allows us to identify the management methods suited to the most innovative projects, i.e. exploration projects for which neither technologies nor customer requirements are known at the start of the project. We will show how these situations shake up traditional project management models and will propose five management principles adapted to this new situation.innovation, project management, Automotive telematics, New Product Development, exploration

Project benefit management: a conceptual framework of target benefit formulation

Successful realization of project benefits is strongly associated with organizational performance. Formulating project target benefits is regarded as the first and critical step in the benefit management process. In this study, we drew upon relevant theories and conducted in-depth interviews with senior managers in Australia to develop a conceptual framework of project target benefit formulation and corresponding propositions. Our findings highlight the important role of project target benefits in funding decision-making and suggest seven criteria for their appraisal (strategic fit, target value, measurability, realism, target date, accountability and comprehensiveness) and four constructs which improve the formulated target benefits (a formal benefit formulation process, senior executive leadership, senior executive supports, and public service motivation). These findings extend the current literature on project benefit management by providing a holistic view on how project target benefits should be formulated and appraised