Good practices to managing projects better

The XXI. century increased the value of projects in the life of companies. Our economic system has not become simpler, and the tasks that companies need to manage on a daily basis have been further complicated. Having a really good project manager has become a key issue for a project success, because without proper project management practice, teamwork cannot be effectively coordinated. What kind of person should be an effective project manager? What does a good project manager need to know nowadays? This study addresses these issues and attempts to summarize the characteristics of a good project manager.peer-reviewe

The Apollo project manager, anomalies and ambiguities

Problems of Apollo project managers in decision making and production engineerin

Assessment and self-assessment of project manager

The activities for projects preparation and progress are run within a hard and hostile environment, requiring the project management to perform an assessment/self-assessment before getting involved in activities specific to investment and production processes. The paper presents a series of criteria that must be taken into account, such as: the health degree and the efficiency, social obligations towards family (parents, children, relatives, etc.), the training degree within business, efficiency within run activities, past incisiveness and initiatives, capacity to plan an action, to lead and make decisions: flexibility degree, accommodation to new situations, perseverance degree and complex approach of the business, capacity to observe the principles of business ethics.project manager, ethics, competition, objectives, prices

Building stories -- the art of the project manager in exhibition development : an analysis of Death and Diversity at Wellington Museum : a thesis presented in partial fulfillment of the requirements for the degree of Master of Arts in Museum Studies, at Massey University, Manawatū, New Zealand

This thesis examines the role of both project management and the project manager in museum exhibition development at one museum. Specifically it investigates the necessity of such practice and the various inherent factors that lead to exhibition development success. It argues that project management is not only vital to this success but that such success is dependent on the unique skill and ability of the project manager. Ultimately this thesis advocates for a special breed of project manager suited to the museum environment. Owing to limited museum-based research in this field, it is unclear how effective project management is in developing museum exhibitions and subsequently, understanding the effectiveness of the project manager’s contributions to this process. This research provides a much-needed qualitative study that not only examines the role, but also provides insight into the mindset of one such professional. In addition to introducing museum project management, an in-depth case study focusing on the Wellington Museum (former Museum of Wellington City & Sea) investigates the intricacies associated with this practice. In particular it centres on the Death and Diversity exhibition staged in 2011, where the Museum initiated an inaugural project manager role and then retained it for a large-scale capital development planned for completion in 2020. Utilising qualitative research methods this thesis builds three sections: a context chapter, one case study, and an ethnographic study. Open-ended, in-depth interviewing of both the Museum’s project manager and the director give valuable insight into the practice and perceptions about the role. An observational study examines project manager behaviour and interaction during project meetings. The analysis highlights the complexities of contemporary exhibition development. In an increasingly evolving and resource-limited world of equally increasing scrutiny, this advocates for a profession tailor-made for such complexity in the unique museum environment

The Introspective Project Manager

Paper Summary: The project manager must navigate a myriad of social processes and contexts concurrently with the application of technical skills. The experience of making context appropriate judgements is internal to the project manager, albeit involving essential interactions with others. We seek to make that lived experience of the project manager directly accessible. Access is often limited because of a lack of an appropriate vocabulary to articulate the missing sociological dimension.. We help project managers find their voice through autoethnography and draw attention to seven key concepts articulated through the Chicago School of Sociology and the phenomenology of the Continental Philosophers

Sensitivity of Flexibility Monitoring of Offshore Jacket Platforms

Flexibility monitoring is a vibration-based metho

Instruments to support decision competencies of an investment project manager

From among many competencies of a manager, the abilities of team, project and organization management become especially important. However, to make right decisions, one needs to have appropriate tools supporting effective company management. In case of companies carrying out investment, modernization or innovative projects, it is especially important. Implementation of those projects takes place in various conditions resulting from changing and turbulent environment. Thus, if the manager does not have sufficient information support, provided in time and allowing for effective decision making, which mitigates negative effects of previous actions, he is basically doomed to failure. In such a case, what decides about the situation in the project execution process is a coincidence, not intentional actions of the staff, based on their knowledge about potential risks. Such a knowledge, gained early enough, allows for taking more effective corrective actions. This paper is an attempt to define an operational model of a company along with principles of monitoring actions of an enterprise that carries out projects and functions in the current economic situation, illustrated by an example of a construction company. Its implementation is supposed to provide the managing staff with stores of information that efficiently support the company management process

The Modern Techniques of Commerce with Matters Connected to Projects

This article has highlighted some of the issues related to projects and how to deal with it. So often projects start and its completion becomes a challenge due to some the related issues discussed above. The project manager must monitor and control the human side of his project. This involves utilizing appropriate forms of power in managing the project team to obtain desired results. Project teams also need to manage stakeholder expectations through understanding their expectations, delivering on those expectations, and communicating effectively (Kloppenborg, 2012). This will give the project manager the upper hand to deal with issues that may cause the failure of the project

Intervista ad Annick Bizouerne

intervista ad Annick Bizouerne capo progetto del progetto urbano di Rive Gauche a Parigi.Interview with Annick Bizouerne Project Manager for the urban project Paris Rive Gauche