Assigning Projects to Project Managers in a Multiple-Project Management Environment: A Pilot Study of a Decision Support Model

Project assignment is considered one of the most critical project decisions since it influences the performance of projects, and eventually the performance of the organization. Despite its importance, the literature reveals two major gaps on project assignment criteria and methodology. To close these gaps, this study proposes an additional set of project assignment criteria and a systematic methodology for project assignments (DSM). By using the concepts of these case study research combined with a literature review, the important potential criteria for project assignments are identified. These criteria are used in conjunction with the concepts of the analytic hierarchy process (AHP) and the integer programming (IP) to develop a DSM for one company. The DSM is executed and validated with the company\u27s information. As a past of this research project, this paper illustrates the results of the pilot study to be developed for the feasibility study of the DSM development

Time Dimension of New Product Development: the Literature Review

Abstract: Literatures have stated that time has a significant effect on the successful new product implementation. The earlier an organization implements new product to market, the bigger in amount of profit an organization would get. Based upon literature review, this study illustrates six areas: managerial perspective, organization structure, knowledge management, new product development process, supplier management and customer involvement, as areas which can help expedite new product development process

From Theory to Practice:Toward a Typology of Project-Management Styleby Aaron J. Shenhar

In this paper, the author, Aaron J. Shenhar, tried to match the project management and organizational style with the specific project type. He classified the project type by using two criteria—the technical uncertainty, and the system scope. In technological uncertainty criteria, he classified the project by concerning about the level of technological uncertainty—low, medium, high, and super high. In the scope system criteria, he classified the project according to the level of hierarchical scale—assembly, system, and array. These two criteria were combine into a two-dimensional theoretical model for the classification of technical project. Shenhar believed that each type of projects should have it own management style. He also believed that a proper project classification prior to the project initiation and carefully selected management style might lead to better implementation and to an increased chance of project success. Mismatching between a project and a project management style could lead a project to fail

A Decision Support Model for Project Manager Assignments

The question, How to assign projects to project managers? is considered to be one of the most important questions in project management. Nevertheless, methods to answer this question have not yet been sufficiently addressed in the literature. In practice, even though the question is rather common, practitioners still seek an effective project assignment methodology - especially, for the assignments of project managers of multiple concurrent projects, such as a project manager of new product development projects in typical high-technology industries. To respond to this question, we performed an inductive study to develop a theoretical framework for project assignments, including some significant assignment criteria and processes. We found that to be effective in project assignments, management should consider strategic elements of the organization in project prioritization, project requirements and competencies of project managers in project manager-to-project matching, and some organizational/personal limitations regarding the assignment. An optimization model was developed to apply this framework. This model can assist in assigning projects to project managers for the better performances of projects, project managers, and the organization

An Integer-Programming Model for Assigning Projects to Project Managers

This study proposes an integer-programming model as a systematic methodology for assigning projects to project managers (project manager assignments). This model is a valuable extension of the existing methodologies in the literature since it considers the strategic elements of an organization and organizational/personal limitations in project manager assignments in addition to project requirements and competencies of project managers as being considered in the existing methodologies. By using this proposed model, management can assign projects to project managers in a way that contributes to the project and organizational performance

Biomedical Equipment Repair Cycle

A case study of ABC Medical Facility and make recommendations

The Braybrooke Press Ltd

Even though project management tools and techniques (PMTT) have been commonly used by project managers, research on PMTT still has not been adequately investigated as to whether its use contributes to the success of a project. The lack of such knowledge leads to the use of PMTT because of popularity rather than any known benefits. To respond to this issue, the authors conducted a large-sample study based on a survey and statistical analyses to investigate the use of PMTT. Evidence emerged that some PMTT should be used in a certain phase of a project and such uses contribute to project success

Case studies: in project, program, and organizational project management

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