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

A review of critical project management techniques to enhance construction SMEs project performance

Abstract: Performance is linked with implementation of project management techniques. Literature suggests that problems such as inefficiency, poor budgetary issues, improper planning, scheduling and control in projects execution are associated with inadequate implementation of the essential techniques for meeting project deliverables. These shortcomings are prevalent among Small and Medium Enterprises (SMEs) in the developing countries including South Africa. Hence, the primary objective of this paper is to review the critical project management techniques for the improvement of construction project performance especially among SMEs in South Africa. The study is based on previous literature on construction SMEs project performance as well as project management techniques implementation. The literature review centered on both international and South African context. The study revealed that critical path method, work breakdown structure, and earned value management analysis were the most occurring project management techniques from the sampled literature. Findings from this study are envisaged to be beneficial to construction stakeholders in developing relevant project management techniques to improve the performance of SMEs

PMO as a Key Ingredient of Public Sector Projects' Success - Position Paper

The requirements of public administration institutions are increasing and projects becoming progressively challenging. Managing a project is a complex activity, in particular when it involves many people working over long periods of time and many different stakeholders. This increasing complexity requires management practices and tools that assure an efficient use of resources. In this context, a Project Management Office (PMO) can be of great value. In this position paper we discuss several scenarios for PMO implementation in the public administration sector, as a promoter of project success and a key ingredient for a better resources usage.info:eu-repo/semantics/publishedVersio

Human resource allocation management in multiple projects using sociometric techniques

This article describes a new application of key psychological concepts in the area of Sociometry for the selection of workers within organizations in which projects are developed. The project manager can use a new procedure to determine which individuals should be chosen from a given pool of resources and how to combine them into one or several simultaneous groups/projects in order to assure the highest possible overall work efficiency from the standpoint of social interaction. The optimization process was carried out by means of matrix calculations performed using a computer or even manually, and based on a number of new ratios generated ad-hoc and composed on the basis of indices frequently used in Sociometry

Review of value and lean in complex product development

Approaches are being developed to improve complex product development from the perspective of value generation. However, the ideas and their relationships are still not fully articulated. We provide a structured literature review, with a primary but not exclusive focus on value ideas relating to lean in complex system product development. A framework organizes the concepts, methods, and their relationships. It clarifies the value delivery mechanism and could help to understand and thus improve value systems. Areas deserving further research attention are identified.We wish to thank the reviewers and editor for their valuable feedback, which helped to substantially improve early ver-sions of this articleThis is the accepted manuscript for a paper published in Systems Engineering Volume 18, Issue 2, pages 192–207, March 2015, DOI: 10.1002/sys.2129

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

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

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

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