Doc Number: PMS 09/04-1
|
| Title: The effectiveness in managing a group of multiple projects: Factors of influence and measurement criteria |
Author/s: Peerasit Patanakul, Dragan Milosevic
|
Citation: International Journal of Project Management 27 (2009) 216-233
|
Abstract: To improve management and efficiency, many organizations nowadays employ multiple project management (MPM) practices. A common way to do so is having one project manager lead multiple concurrent projects, which we term - the management of a group of multiple projects (MGMP). Despite the high rate of utilization in the industries, MGMP research is still limited, In responding to the demand in this relevant research area, we examined the issues leading to effectiveness in MGMP from six leading high-tech organizations. We found the organizational-level and operational-level factors influencing the effectiveness in MGMP and the criteria for measuring the MGMP effectiveness. This finding was organized as a framework underlying the effectiveness in MGMP, providing important managerial implications and suggesting potential future research.
|
Back to top
|
Doc Number: PMS 09/04-2
|
| Title: Project management standards - Diffusion and application in Germany and Switzerland |
Author/s: Frederik Ahlemann, Frank Teuteberg, Kristin Vogelsang
|
Citation: International Journal of Project Management 27 (2009) 292-303
|
Abstract: This paper comprises the results of an empirical study on the use of project management standards in German and Swiss enterprises. This research points out the expectations, the realized benefits and ? more importantly ? the major differences between them. For this purpose, it compares ex-ante expectations of their respective users and compares them in turn with ex-post realised benefits. The results of the study are based on the statements made by 234 participants in an online survey conducted in 2006. Generally, standards are only rarely used in project management in Germany and Switzerland. And if standards are indeed used, they are rarely used "as is"; in fact they are usually modified or adapted before application. Moreover, it can be observed that most participants expect consistent communication in the projects and better process quality to be the primary benefits of standards. However, it is often impossible to realize expected benefits. Benefits are offset by deficiencies, such as the lack of acceptance, administrational overheads and associated costs. Based on the results of this study, recommendations for standard-giving organizations and standard-applying organizations are put forward.
|
Back to top
|
Doc Number: PMS 09/04-3
|
| Title: A cost control system development: A collaborative approach for small and medium-sized contractors |
Author/s: Vacharapoom Benjaoran
|
Citation: International Journal of Project Management 27 (2009) 270-277
|
Abstract: Construction busmess comprises a number of small and medium-sized contractors which form the major part of the industry. The existing research on the new ICT development is creating very sophisticated and complex systems which are not yet applicable to this part of the construction industry. With regard to general limitations as design criteria, this research uses a collaborative approach to develop a cost control system for five selected small and-medium-sized contractors. The new efficient cost control system is adopted on the earned value concept and is developed using available ICT tools which are familiar and easy-to-leam. A collaborative approach can ensure the diffusion of technology to these companies.
|
Back to top
|
Doc Number: PMS 09/04-4
|
| Title: Identifying key factors in the evaluation of tenders for projects and services |
Author/s: D.J. Watt, B. Kayisa, K. Willey
|
Citation: Internatio al Journal of Project Management 27 (2009) 250-260
|
Abstract: Clients select contractors on the basis of the relative importance of tender evaluation criteria, such as, experience, expertise, past performance, and cost. This paper presents the results of a recent study that sought to identify a suite of representative (principal) tender evaluation and contractor selection criteria for use in future research. The study included an examination of management literature on contractor selection and tender evaluation, and an exploratory survey. For each we developed a separate master list and mapped all identified and reported criteria into one of 16 defined categories. Threshold tests were applied to identify common and unique categories and an absolute difference test to determine the principal categories of criteria used in the evaluation of tenders. The study, using a pragmatic and heuristic approach, resulted in the identification of eight principal categories suitable for our research program. The findings indicate that the preferred criteria for evaluating tenders are those which provide a measure of contractors' ability in terms of their management and technical capability, past experience and performance, reputation, and the proposed method of delivery or technical solution.
|
Back to top
|
Doc Number: PMS 09/04-5
|
| Title: ICT based service innovation ? A challenge for project management |
Author/s: Bendik Bygstad a'*, Gjermund Lanestedt b
|
Citation: International Journal of Project Management 27 (2009) 234-242
|
Abstract: In this paper we investigate to what extent ICT based service innovation can be successfully facilitated by traditional project management thinking. Should service innovation initiatives be organized the same way as high-tech product innovation, i.e. with expert teams in well structured projects? Or should they be organized in some looser fashion, with more interaction with users and other stakeholders?
Our empirical evidence is a survey of 130 public sector projects in Norway, run within a national e-government program. We find that ICT based service innovation is not associated with a tightly run project (focused on cost, time and quality) or a professional project manager. Rather, successful service innovation is found in projects with a strong integration with the servicc providing organization and the external users of the services. We discuss three alternative models as an agenda for further research.
|
Back to top
|
Doc Number: PMS 09/04-6
|
| Title: Staking a claim |
Author/s: Bob Newman, Donnie MacNicol
|
Citation: Project March 2009 pg 31
|
Abstract: NEVER HAS it been more important to understand and strengthen the relationship between a project and its key stakeholders, induding the project sponsors, SROs and the Board. Project managers, as owners of these key relationships, must therefore seek to develop their own skills and to understand what makes the difference in this world of subjectivity and complexity.
|
Back to top
|
