Doc Number: PMS 10/07-1
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| Title: What Every Lawyer Now Needs to Know About Project Management |
Author/s: SHAW, Seyfarth
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Citation: Of Counsel; Jun2010, Vol. 29 Issue 6, p5-11, 7p
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Abstract: The article focuses on the project management techniques for lawyers. It notes that cost reduction and profitability increase in any legal billing arrangement require project management techniques. It says that goal setting and scope definition, risks assessment, and quality management are among of the best practices in legal project management. Moreover, adapting the Six Sigma management techniques program of Seyfarth Shaw to legal profession is one of the top solutions to increase efficiency.
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Doc Number: PMS 10/07-2
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| Title: Developing a Risk Assessment Model for construction safety |
Author/s: Ivan W.H. Fung, Vivian W.Y. Tam, Tommy Y. Lo, Lori L.H. Lu
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Citation: International Journal of Project Management 28 (2010) 593-600
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Abstract: Problems on occupational health and safety are commonly occurred in the construction industry, including falling of materials or person from height, stepping on objects and injured by hand tools. Key of dealing with project safety and risk assessment in construction industry is important, thus, way on doing assessment and liability of assessment are necessary for all professionals. However, it is found that those professionals prone to heavily rely on their own experiences and knowledge on decision making on risk assessment, which lack of a systematic approach and lack of ways to check the reliability of the decisions. This paper investigates the need for people involved in construction to take systematic and effective risk assessments for different trades. 14 common types of trades, accidents, and accident causes are explored, in addition to suitable risk assessment methods and criteria. A Risk Assessment Model (RAM) is then developed for assessing risk levels as various project stages with various work trades. A case study is used to prove the workability and reliability of the developed RAM in the practical industry. The developed RAM is found to be benefit for predicting high-risk construction activities and thus preventing accidents occurred based on a set of historical accident data.
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Doc Number: PMS 10/07-3
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| Title: Technological invention to product innovation: A project management approach |
Author/s: Mark J. Ahn, Ofer Zwikael, Rebecca Bednarek
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Citation: International Journal of Project Management 28 (2010) 559-568
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Abstract: The optimal allocation of resources at the firm level to transform emergent technological invention into commercially successful products depends on the effective assessment and selection of projects. This study develops a multidisciplinary model for differentiating, prioritizing, and selecting investment in technological projects within an organization's portfolio. Approaches from project portfolio and strategic technology management are integrated to explore how a particular product within a diverse project portfolio may be prioritized and developed. Our results suggest that the application of the suggested model to a portfolio of biotechnology projects may enhance the assessment of internal capabilities and external competitiveness, thereby providing a basis for firms to prioritize and preferentially allocate scarce resources within a portfolio of heterogeneous technologies.
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Doc Number: PMS 10/07-4
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| Title: The Titanic sunk, so what? Project manager response to unexpected events |
Author/s: Joana G. Geraldi, Liz Lee-Kelley, Elmar Kutsch
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Citation: International Journal of Project Management 28 (2010) 547--558
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Abstract: Projects are inherently uncertain and face unexpected events, from small changes in scope to unforeseen client's bankruptcy. This paper studies how project managers respond to such events and how successful and unsuccessful responses dif fer from the perspective of the practitioner. We analysed 44 unexpected events faced by 22 experienced project managers in defence and defence-related organisations. The project managers compared two unexpected events that they faced, one that they considered the response successful and the other unsuccessful. We identified three pillars supporting successful responses to unexpected events: (I) responsive and functioning structure at the organisational level, (2) good interpersonal relationship at the group level and (3) competent people at the individual level. The events and respective responses analysed suggest that improvement in project management can be achieved by better managing these three pillars, allowing project and programme managers to "create their (urn luck".
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Doc Number: PMS 10/07-5
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| Title: Exploring the performance of transnational projects: Shared knowledge, coordination and communication |
Author/s: Maria Adenfelt
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Citation: International Journal of Project Management 28 (2010) 529-538
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Abstract: In this paper, the discussion on transnational project performance is linked to knowledge sharing. The aim is to enhance our knowledge of how knowledge sharing affects transnational project performance. Using case study data, derived from a transnational project assigned with the task of developing a transnational product, show that transnational project performance was hampered by communication and coordination difficulties. The findings show how (1) the double meaning of knowledge sharing and (2) the organizational context as setting the boundaries for project management in practice are related to transnational project performance.
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Doc Number: PMS 10/07-6
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| Title: Project portfolio management: An integrated method for resource planning and scheduling to minimize planning/scheduling-dependent expenses |
Author/s: Zohar Laslo
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Citation: International Journal of Project Management 28 (2010) 609-618
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Abstract: It is well known that the progress of R&D projects has more and more begun to rely on the availability of individual experts who are generally scarce and expensive. The matrix structure considers periodic staffing of project teams which has been found to be efficient for non-scarce human resources but is impractical for individual experts. Our objective is to develop and evaluate an alternative approach for resource planning and scheduling that might be useful for project portfolio management. The method we suggest is an extension of a recently developed optimization model for a job-shop with several machines and chance-constrained deliveries. Our method determines in advance the hiring and releasing points of individual experts that maximize economic gain subject to chance-constrained delivery commitments. For this purpose, we use a simulation based on a greedy priority dispatching rule as well as a cyclic coordinate descent searchalgorithm. A benchmarking of the staffing of project teams and the integrative methods shows that integrated planning and scheduling is a very useful tool for the decision-making process in project portfolio management.
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