Adapting Project Management Standards – Deriving Guidance from Reference Modelling

Project management standards provide an inventory of commonly accepted processes and tools which claim to be applicable in most cases. Project success largely depends on the suitability of the project management method and thus requires an adaptation of these standards for specific project types and contextual factors. This can be supported through the development of detailed, re-usable guidelines on how to “customize” standards. The goal of this paper is to analyse the potential offered by the field of reference modelling for this purpose. Here, design principles support the transfer and extension of knowledge from a reference model into an application model and can in principle all be transferred into project management. However, this paper shows that limitations occur due to the current design of project management standards. This topic is of utmost importance for IT projects, as they are differ from more conventional project types and thus call for larger alterations

Competition, Comparison, Collaboration – Mapping a Pathway through Project Management Standards

AbstractFor over a decade the Global Alliance for Project Performance Standards (GAPPS) has been providing an independent benchmark and a basis for transportability and mutual recognition of project management standards and qualifications. This presentation will provide background and current status of this volunteer driven initiative that provides a platform for global collaboration in advancing project management

Cross-departmental initiative to produce an online Image Library for staff at the National Gallery, London

The Image Gallery project ran from June 2007 and was launched via a tab in the staff Intranet in April 2008. It was a collaboration between the Photographic Department and the Libraries and Archive Department, but also engaged image users across the Gallery. The aim of the Image Gallery was to provide photographs taken of Gallery activities and events, images from the Photographic Archive, and works of art from other museums and galleries, not the works of art in the National Gallery's collection. This paper discusses project management standards, data standards, creation of a subject index, design of the interface, and user testing

AN EMPIRICAL EVALUATION OF NAVY METOC PROJECTS USING PROJECT MANAGEMENT STANDARDS

Although project managers are in high public-sector demand, the Navy Meteorology and Oceanography (METOC) command studied has yet to adopt a project management requirement. With multiple facilities, acquisition elements, and mission-essential projects, cross-departmental dependencies exist that require proper project oversight. Without project management, mission-essential projects are done in a vacuum; personnel are often unaware of the impacts of specific tasks. By requiring a specific type of project management structure, Navy METOC commands would have an avenue to implement a hybrid project management office. This research examined a hypothetical group of projects within a Navy METOC command’s area of the Department of Defense using the Project Management Body of Knowledge (PMBOK) standards. From requirements initiation to project schedules, this analysis identified gaps throughout a Navy METOC command’s ad-hoc project management process. Using the PMBOK as a baseline, we recommend: 1) designate a person or position to support the ongoing creation, command support, and maintenance of project-based documents/templates, 2) implement a hybrid project management office where a position exists to support the command with information, techniques, and tools, and 3) encourage and authorize regular foundational training for one person in each department. With the insertion of project management, the command and its personnel would be more efficient, task-oriented, and aligned.Civilian, Department of the NavyApproved for public release. Distribution is unlimited

Quality Improvement to Increase Nurse Knowledge on Nursing Informatics Project Management Standards

When an inexperienced nurse project manager is assigned to serve as a project manager for health information technology (HIT) tools, there is increased risk the project will not be completed on time, within budget, and in scope. An identified business need at a large military treatment facility was an educational tool to bridge the gap between nursing informatics and project management. The scholarly project was a Nursing Informatics Project Management Guidebook, which served as an educational tool to increase nurses\u27 knowledge to serve in the HIT project manager role. With a quality improvement methodology, the outcome and impact sequence logic model was applied as the framework. The target population was the Clinical Informatics Sub-Committee, which was a multidisciplinary working group. The Nursing Informatics Project Management Guidebook included an introduction to nursing informatics, project management standards, 9 current scholarly articles, and links to professional organizations. There was also an overview of the roles and responsibilities of a nursing informatics project manager throughout the 5 acquisition lifecycle processes, which includes initiating, planning, executing, monitoring, and closing. Finally, essential terms were defined to assist in the completion of the assigned project on time, within budget, and in scope. An implication for positive social change was increased knowledge for nurses to serve as a HIT project manager, which advances the nursing profession with informed nurses to serve in the leadership position among multidisciplinary groups

Improving software project management quality through the use of analytics on project management data

Abstract in EnglishSoftware project management has been less effective as a result of being focused on resource management and the completion of projects within allocated resources and other confines. There has not been much focus on improving software project management quality through improved decision-making, software project management standards and methodologies, hence the focus of this study to explore the possibility of using data analytics with project management standards and methodologies to improve software project management quality. The main question to be addressed in this study is: Can data analytics use in software project management improve decision-making and project management quality? This study, therefore, explores and provides insight on data analytics use, by means of a survey that was completed by software project managers. A questionnaire was used to collect data from software project managers. The gathered data was captured and analysed using the Statistical Package for the Social Sciences (SPSS), and the analysed data was used for validity testing, while the reliability of the measurement items was tested using Cronbach’s Alpha. A hypothesis was used to evaluate the effect of data analytics use on software project management quality. The research made use of the positivist research method. The study established that data analytics has not yet been widely adopted by software project managers and organisations alike, as both the project managers and organisations have not done enough to promote the training in, and the adoption of data analytics. The research also established that data analytics can improve software project management quality through improved decision-making and in complementing software project management standards. The study findings will be beneficial to software project managers, researchers and organisations as it reveals the factors that are necessary to effectively use data analytics in software project management, as well as highlighting how data analytics improves software project management qualitySchool of ComputingM.Sc. (Computing

Methodologies of Project Management

This paper presents comparison of three most popular project management standards belonging to a wider group of models (for example, PMBOK, Prince 2, CMMI, ISO 10006, BS 6079, IPMA Competence Baseline, European Commission Project Cycle Management Guidelines). The author discusses methods of project management according to PMBoK, Prince 2 and ISO 10006, some chosen criteria and fields of knowledge, such as general regulations of standards, project range management, resources management, and processes connected with risk, systems of project quality management.

Organisational ventriloquism in a project centered organization : a qualitative inquiry into the effects of ritualized mimeticisomorphism within a project centered organization

The management of projects has been area of intense study for many years, yet few researchers have ventured outside parameters of the mainstream concerns. This research aims to move outside the parameters of mainstream project management research, in order to explore other perspectives, with the purpose of illuminating new concerns and agendas. An abductive research strategy within a single case study was utilized to obtain rich data and new insights. This research seeks to uncover the social forces that influence the adoption of mainstream project and programme management standards and structures. The literature revealed that mainstream project management has idealogical foundations rooted within a 'Cartesian-Taylorist' paradigm and these have affected the development of programme management. The empirical findings indicated that a superficial understanding existed regarding the motivation for the adoption of project management standards and structures, within the case company. In addition, it was noted that the adoption of these project management standards and structures was perceived to provide more control and legitimacy. A consequence of these practices, within the case organization, is that it created a strong resource dependence on external consultants. The theoretical explanations illuminated that the desire for control, reducing uncertainty and the need for competitiveness serve as social forces towards the adoption of mainstream project and programme management standards and structures. Furthermore, the research explored the consequences of this phenomenon, within the case organisation

The Application of Project Management Standards and Success Factors to the Development of a Project Management Assessment Tool

AbstractIn spite of all that is known about project management best practices, they are often absent from typical construction projects. This has motivated our interest in developing a tool to assess construction project management practices, focusing on the assessment of individual project practices. We will also explore project outcomes and their correlation with project management practices-potentially identifying project management value. Previous efforts have addressed project management assessment. The paper describes examples that assess an individual's project management skills and approaches that examine the project management competencies of organizations. In contrast to these, our focus is on assessing the project management practices that have been implemented for specific construction projects. A central component of any assessment scheme is the identification of specific elements to be assessed (the assessment “targets”). We intend to draw heavily upon established project management standards and project success factors from previous research to provide the specific targets and benchmarks to be assessed. These include the Project Management Body of Knowledge (PMBOK) by the PM Institute, the IPMA Competence Baseline (ICB) by the International PM Association, ISO 9000, and Prince2 by The Office of Government Commerce UK. This paper describes how these standards are integrated into the project management assessment tool. It discusses the theoretical foundations for the project management assessment tool and the methodologies used for developing the tool and for applying the tool to specific project situations

Project Management and Role of Human Resources

This paper is about project management and impact of human resources and training regarding the successful project management. In the first part author discuss about project management, role of the project manager and about project, management standards that are implemented by privately owned companies and state owned enterprises. In the second part author had conducted a brief literature review about professional knowledge of project managers and impact of training for project managers and for the project team members. In the last part, author had provided conclusion and recommendations