165 research outputs found

    Project success and quality: balancing the iron triangle

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    Projects are inherently risky, since they involve some level of uncertainty, doing something new in the target environment, but the percentage of projects seen as a success is still disappointingly low, especially for IT projects. The ‘Iron Triangle’ of time/cost/quality suggests that all three aspects are equal, but with quantitative methods for monitoring project performance, the focus is primarily on managing cost and time. This book seeks to redress the balance, explaining the rationale and benefits of focusing more on quality (fitness for purpose and conformance to requirements) before detailing a range of tools and techniques to support rebalancing the management of projects, programmes and portfolios. It shows how managing project quality actively can reduce costs through minimising wastage, and reduce delays through avoiding rework, leading to improved project success rates and customer satisfaction

    Hendra Virus and Horse Owners – Risk Perception and Management

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    Hendra virus is a highly pathogenic novel paramyxovirus causing sporadic fatal infection in horses and humans in Australia. Species of fruit-bats (genus Pteropus), commonly known as flying-foxes, are the natural host of the virus. We undertook a survey of horse owners in the states of Queensland and New South Wales, Australia to assess the level of adoption of recommended risk management strategies and to identify impediments to adoption. Survey questionnaires were completed by 1431 respondents from the target states, and from a spectrum of industry sectors. Hendra virus knowledge varied with sector, but was generally limited, with only 13% of respondents rating their level of knowledge as high or very high. The majority of respondents (63%) had seen their state’s Hendra virus information for horse owners, and a similar proportion found the information useful. Fifty-six percent of respondents thought it moderately, very or extremely likely that a Hendra virus case could occur in their area, yet only 37% said they would consider Hendra virus if their horse was sick. Only 13% of respondents stabled their horses overnight, although another 24% said it would be easy or very easy to do so, but hadn’t done so. Only 13% and 15% of respondents respectively had horse feed bins and water points under solid cover. Responses varied significantly with state, likely reflecting different Hendra virus history. The survey identified inconsistent awareness and/or adoption of available knowledge, confusion in relation to Hendra virus risk perception, with both over-and under-estimation of true risk, and lag in the uptake of recommended risk minimisation strategies, even when these were readily implementable. However, we also identified frustration and potential alienation by horse owners who found the recommended strategies impractical, onerous and prohibitively expensive. The insights gained from this survey have broader application to other complex risk-management scenarios

    The impact of the dark side of leadership on project followers

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    The historical approach of researching leadership without considering its negative aspects could mean the concept of leadership itself is not fully understood. This multi-method qualitative study explores challenging behaviour in project leaders, and how followers cope. It identifies what followers perceive to be challenging leader behaviour, explores how this impacts on followers and how they cope. The study identifies challenging project leader behaviours relating to teams, performance, relationships and change. Impacts of the behaviour on the follower are categorised as psychological, work and personal impacts. Coping strategies used by followers include approach/avoidance and problem-focused/emotion-focused categories. This research could support organisations in identifying leaders who display challenging behaviours, enabling them to design interventions to mitigate the impact on followers. It recommends that organisations take responsibility for providing easy access to support mechanisms, and also suggests future studies measuring the effectiveness of coping strategies

    Understanding and managing project complexity

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    This research focuses on project complexity with the aim to better understand it and to highlight the factors that affect/contribute to it. In addition, this research also highlights key project management practices and project critical success factors considered important to manage project complexity/complex projects. The two main motivating factors behind this research were, the lack of understanding of complex projects and the lack of relevance of project management theory to practice, which have been highlighted by many researchers. Since projects in different sectors are increasingly being characterised as complex, this entails a better project management knowledge base focusing on the dynamic, social and complex contexts of projects, so that the interrelationships, interdependencies and uncertainties between different project interfaces can be understood and managed properly. In order to understand this 'project actuality', it was necessary to obtain the views from practitioners working in these project settings and managing project dynamics and intricacies. To establish this pragmatic view, a series of interviews and questionnaire surveys was carried out and all efforts were made to select the participants working on complex projects with complex products falling under the Complex Product Systems (CoPS) category which was the case in the 2nd phase interviews and questionnaire, whereas in the 1st phase practitioners with industrial experience and also involved and/or in the process of getting academic qualification in project management were preferred. The first phase helped in establishing the theoretical and pragmatic perspective and the 2nd phase in refining and validating the findings. The questions were inline with the research focus mentioned earlier.The main findings of the research show that the perception of project complexity and its contributing factors were very much influenced by the project context, i.e. from organization level to work discipline level. No difference in the practitioners' perception of project complexity and its contributing factors was observed among the practitioners based in a similar organization and project setting. Novelty was found to be one of the key project complexity characteristics related to three project elements-people, product and process. In terms of key project management practices and skills considered important in managing project complexity, soft skills were reported useful by majority of the participants. The key processes found useful were either the ones which focused on people or others which helped to manage changes/deviations in projects. Influence and relationship, delegation, flexibility and trust were the main project critical success factors which emerged out of this research for complex projects.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

    Caregiver Characteristics of Adults with Acute Traumatic Brain Injury in the United States and Latin America

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    Objectives: To compare characteristics of caregivers of adults with acute traumatic brain injury (TBI) in the U.S. and Latin America (Mexico and Colombia). Design: Secondary data analysis of two cohorts. Cohort 1: English-speaking caregivers of adults with TBI in the U.S. (n = 80). Cohort 2: Spanish-speaking caregivers of adults with TBI in Mexico or Colombia (n = 109). Results: Similarities between the U.S. and Latin American caregiver groups, respectively, were: predominantly women (81.3%, 81.7%, respectively); spouses/domestic partners (45%, 31.2%); and motor vehicle accident (41.5%, 48.6%) followed by fall etiologies (40%, 21.1%). Differences between U.S. and Latin American caregivers were: age (49.5 years, 41.5 years, p < 0.001); employment status ((X-5(2) = 59.63, p < 0.001), full-time employment (63.7%, 25.7%), homemaker (2.5%, 31.2%), and retired (17.5%, 1.8%)); violence-related etiology (2.5%, 15.6%); and severity of depressive symptoms (M = 7.9, SD = 5.8; M = 5.8, SD = 5.7; p = 0.014). Conclusions: TBI caregivers in the U.S. were older and employed full-time or retired more often than those in Latin America. Violence-related etiology was nearly five times more common in Latin America, raising concerns for potential implications of post-traumatic stress and family adjustment after injury. Although both groups likely could use mental health support, this was particularly true of the U.S. cohort, maybe due to differential demographics, mechanisms of injury, or family and community support.Data collection was supported by NIDILRR (grant numbers: Kessler 90DPTB0003; NTX-TBIMS 90DPTB0013; JFK 90DPTB0014) and Grant #R21TW009746 from the Fogarty International Center of the National Institutes of Health and in part by the Department of Veterans Affairs. Additional support for coauthors was provided by NIDILRR (grant numbers: Spaulding/Harvard TBIMS: 90DPTB0011; TIRR 90DPTB0016)

    Decision regret in men living with and beyond nonmetastatic prostate cancer in the United Kingdom: A population‐based patient‐reported outcome study

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    Objective: Clinical options for managing nonmetastatic prostate cancer (PCa) vary. Each option has side effects associated with it, leading to difficulty in decision‐making. This study aimed to assess the relationship between patient involvement in treatment decision‐making and subsequent decision regret (DR), and quantify the impact of health‐related quality of life (HRQL) outcomes on DR. Methods: Men living in the United Kingdom, 18 to 42 months after diagnosis of PCa, were identified from cancer registration data and sent a questionnaire. Measures included the Decision Regret Scale (DRS), Expanded Prostate cancer Index Composite short form (EPIC‐26), EQ‐5D‐5L, and an item on involvement in treatment decision‐making. Multivariable ordinal regression was utilized, with DR categorized as none, mild, or moderate/severe regret. Results: A total of 17 193 men with stage I‐III PCa completed the DRS: 36.6% reported no regret, 43.3% mild regret, and 20.0% moderate/severe regret. The odds of reporting DR were greater if men indicated their views were not taken into account odds ratio ([OR] = 6.42, 95% CI: 5.39‐7.64) or were involved “to some extent” in decision‐making (OR = 4.63, 95% CI: 4.27‐5.02), compared with men who were “definitely” involved. After adjustment, including for involvement, men reporting moderate/big problems with urinary, bowel, or sexual function were more likely to experience regret compared with men with no/small problems. Better HRQL scores were associated with lower levels of DR. Conclusions: This large‐scale study demonstrates the benefit of patient involvement in treatment decision‐making for nonmetastatic PCa. However, men experiencing side effects and poorer HRQL report greater DR. Promoting engagement in clinical decision‐making represents good practice and may reduce the risk of subsequent regret
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