Project Management

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ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.

Purpose
Project risk management (PRM) and human resource management (HRM) are the two critical success factors (CSFs) for international project management. This paper aims to correlate these two CSFs, identify the human resource (HR) barriers, develop a hybrid model for risk management and develop strategies to overcome the HR barriers to effective risk management in international projects.

Design/methodology/approach
In total, 20 key HR barriers have been identified through a literature survey and verified by project professionals. These HR barriers are ranked according to their ability to trigger other barriers by analysing their interactions using the decision-making trial and evaluation laboratory (DEMATEL) method. Based on Ulrich’s revised model for HR functions, a hybrid framework for international PRM has been proposed.

Findings
DEMATEL analysis categorized nine barriers as cause barriers and 11 as affected barriers. The “PROJECTS” model proposed for HR strategy development suggests eight strategies to overcome these nine cause barriers. The hybrid PRM framework developed includes the effect of the HR dimension.

Research limitations/implications
This paper presents the generalized prioritization of HR barriers to international PRM. For a specific international project, the HR barriers and their prioritization may change slightly. The hybrid framework for PRM and the strategy development model suggested are yet to be validated.

Originality/value
Correlating two CSFs in international project management, i.e. HRM and PRM and ranking the HR barriers using the DEMATEL method is the uniqueness of this research paper. The hybrid framework developed for PRM based on HR functions in Ulrich’s revised model and the proposed new HR strategy development model “PROJECTS” are unique contributions of this paper.

This article examines how 'safety case' experts working on Finland’s nuclear waste repository project at Olkiluoto summoned, conjured, or channeled memories of Seppo—a deceased colleague whose ‘specter,’ as some put it, still ‘haunts’ their scientific community. For some, Seppo’s postmortem presence manifested as gaps in knowledge left behind by an expert often reluctant to document the methodological assumptions underlying his knowledge-practices. For others, it manifested as anecdotes about Seppo’s stubbornness, irritability, and intellectual intensity as well as his more jovial demeanor during sauna nights, workplace parties, or trips abroad. Still others caught themselves asking ‘What Would Seppo Do?’ while troubleshooting at work. Inspired by anthropological and philosophical work on ancestors and haunting, the article unpacks how the multi-millennial time horizons of nuclear waste risk, the intergenerational time horizons of expert succession, and the everyday time horizons of a single expert life-course shared entwined fates. It focuses less on what knowledge disappeared when an expert’s body died – or how it could have been preventatively backed-up or managed – and more on what has lived on of the expert in and through surviving colleagues. Analysis of 'afterlives of expertise' like these can, it concludes, provide insights for a current moment of intergenerational transition in nuclear energy sectors in Europe, North America, and beyond.

The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a non-linear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed.

Although Enterprise System (ES) implementation (formerly Enterprise Resource Planning systems) literature is extremely broad, most of it takes the perspective of the implementing organisation and its employees, i.e., project managers, key users and users. The fact that it is both possible and popular to conduct such a complicated, time-consuming and expensive project using functional consultants is largely omitted. This study explores the Enterprise System implementation project from the perspective of the functional consultants and is based on the analysis of project documentation and interviews. The research questions answered by this study include the consultants’ requirements from other project participants, which help them to accomplish the goals of each project phase, to complete the activities performed in each project phase, and to deliver the products that are requested of them.

This work is a research done by Mwalimu Martin Otundo out of a friend's inkling. The idea of the project was initially put forward by Adam. Publication has been done by Mwalimu martin Otundo to add knowledge and literature to other scholars. ABSTRACT Over 72% of development in both the developed countries and LDCs are existing just as PPPs. This is greatly tied to the fact that infrastructural projects require large amounts of capital investments .This study however has the view that all the countries in the world have engaged the private sector in public projects development just because they have noticed their importance. The purpose of this study therefore is to find out the viability of PPPs in Mombasa County, Kenya. The study is guided by four objectives that seek to; examine the extent to which financial provision role enhances the viability of Public Private Projects in Mombasa County, establish the extent to which technical know-how provided by Public Private Projects enhances their viability in Mombasa County, establish the extent to which risk management role played by Public Private Projects enhances their viability in Mombasa County, and, determine the extent to which the cost efficiency role played by the Public Private Partnership projects enhances their viability in Mombasa County, Kenya. The objectives also form the themes in literature review. A descriptive research design will be adopted for the study. In the study purposeful sampling will be used in accordance to the characteristics the elements in the population possess. The research targets managers/employees handling PPPs projects in Mombasa County. The target population is about 2,400 but a population sample of 80 will be used. A pilot study will be conducted to check the instruments reliability and validity. Data will be collected using a structured questionnaire which will be administered personally, via e-mails, enumerators and pick them after they had been filled. Data will be coded and analyzed using the SPSS. The data will be analysed and the variables correlated to check the relationship of data. A regression model will also be fitted to check the changes in the dependent variable that can be explained by variations in the independent variables. 2

"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

•
Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
•
Updated examples, case studies, and references throughout the book
•
Key points and discussion questions following each chapter
•
Updated instructor’s manual available online as a PDF or Word document"

Cette quatrième partie du séminaire "Ingénierie des projets de communication)" à destination d'étudiants de langues et de lettres, s'occupe plus particulièrement à une présentation rapide des activités "techniques" dans le montage d'un projet de communication: spécification de l'objet du projet; définition d'un plan d'actions; mise en place d'une structure de gestion de projet.

kniha Strategický manažment projektov. 2012. Papula Ján, Bratislava: Pagoda, ISBN 978-80-969698-6-9. 127 s.

dostupná v predajni publikácií Knižnice Fakulty managementu Univerzity Komenského, Odbojárov 10/a, Bratislava. Prístavba, č.dv.: 07  Telefón: 02/50 117 640

Project portfolio management (PPM) is evolving swiftly and becoming the main tool of managing complex project environment. Many organisations are adopting this system in an effort to achieve a better strategic alignment, reduce organisational project complexity, increase the project success rate and improve utilisation of organisation's resources. The paper aims to examine motivations for implementation of PPM and its alignment with business strategies. This empirical evidence is to be confronted with literature. The aim of this dissertation is to assess the relevance of PMO and PPMO for ATU under the Ministry of Education in Ghana, through the day to day project activities. The research will explore both the theoretical aspect of PMO and PPMO as well as the use of it in a real project as a case study. Level of organizational maturity, project size in a given organization etc. are normally vastly different from one organization to another. The same can be also said for one and the same organization containing different departments where project methodology applied varies between the departments. Thus, the research, in addressing its aim, attempts to find out an answer for the research question:Why and how the use of the project management office and project portfolio management office is relevant for project-based organizations? To narrow down and to take a closer look of the research question the author puts the spot light on one specific area of interest: Improving project performance. The objective of this paper is to shed some light on ways to determine the value that PMOs can have for their host organisations, by studying the effect that a specific PMO & PPM has on its host organisation.

! ! The EFCE Working Party on Loss Prevention organized its 1 st symposium in 1974 ! ! Past year, the 13 th symposium has been held in Florence and with much success ! ! Over the years the field of loss prevention and process safety much widened/ deepened ! ! Due to complexity and cost, human and management aspects became very important ! ! New approaches and methods are proposed to tackle the new challenges

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Project selection is vital phase in the project management cycle. At this phase, stakeholders evaluate each project idea and select projects of highest priority. Theory suggests that the best way to optimize project selection performance is to align this process with the company’s strategy. The aim of current study was to examine the extent to which strategic alignment practices influence project selection performance of hotels in Nakuru town. Specifically, the study sought to examine the influence of objective alignment practices, core value alignment practices, and capability alignment practices on project selection performance of hotel establishments within Nakuru town. The study utilized the descripto-explanatory research design where cross-sectional data was collected from a sample of 73 participants using structured questionnaires. The sample was drawn from a population of 86 mid-level managers from eight star-rated hotels located within Nakuru Central Business District using proportionate stratification technique. The resultant data was analyzed using both descriptive statistics and regression technique. Results showed that objective alignment practices (p=0.00 and Beta= 0.611), core value alignment (p=0.001 and Beta=0.411) and capability alignment practices (p=0.00 and Beta= 0.465) have significant and positive influence on project selection performance. However, regulatory practices were found to have no significant moderating effect on the relationship between strategic alignment practices and project selection performance. The research recommended that hotels should adopt portfolio model of selecting and managing projects, and create project management offices as ways for promoting better alignment between project selection processes and organizational strategies.

Most project management research to date has developed extended theories and concepts that de-contextualize projects from their cultural and institutional surroundings. Such de-contextualization tends to highlight instrumental factors and considerations, while at the same time downplaying norms, practices, ideologies, and other cultural, institutional and psychological effects related to projects and their management. We claim that cultural and institutional variation becomes significant in relation to what we call “global projects”. These are large-scale and complex business or military ventures and engineering projects that involve participants from more than one country, and require participants to negotiate great geographical distances and cultural and institutional differences. Global projects often carry high expectations to resolve local and global ills. They have also been criticized for some perceive as managerial shortcomings. To date, little research knowledge exists on global projects. With the goal of improving project performance and increasing understanding of debates concerning ways that global projects are managed – and resolving at least some of these debates – we review in this introductory article the editorial starting points and the research articles of this special issue, as well suggest further research and draw conclusions.

This study sought to examine the relationship of strategic management practices and firm performance in Postbank. The study was guided by the following specific objectives: (i) to determine the competitive strategies adopted by Postbank; and (ii) to establish the relationship between the competitive strategies used by Postbank and its performance. A review of the relevant literature was undertaken in order to eliminate duplication of what has been done and provide a clear understanding of existing knowledge base in the problem area. The literature review is based on authoritative, recent, and original sources such as journals, books, thesis and dissertations. A case study design was used to undertake the study. The population comprised Postbank top revenue drivers, namely operations and marketing/customer service departments, which are divided into regions covering the whole country. A semi-structured questionnaire was used to collect primary data from the respondents. Statistical Package for Social Sciences (SPSS), version 19.0 was used as an aid in the analysis. Data pertaining to the profile of respondents were analyzed by employing content analysis while determining the link between the competitive strategies and organizational performance; the strategy related items were subjected to a factor analysis to test whether the strategic practices were naturally grouped into the various competitive strategies. The findings show that the strategies adopted by Postbank so as to cope with the competitive environment include vigorous pursuit of cost reductions, providing outstanding customer service, improving operational efficiency, controlling quality of products/services, intense supervision of frontline personnel, developing brand or company name identification, targeting a specific market niche or segment, and providing specialty products/services. The findings also show a significant relationship between the strategies adopted by Postbank in Kenya and their respective performances with respect to the following objective performance indicators: total revenue growth, total asset growth, net income growth, market share growth and overall performance or growth.

MPLEMENTASI TEORI KNOWLEDGE MANAGEMENT, BUDAYA ORGANISASI, DAN TEAM WORK UNTUK PENINGKATAN KINERJA MANAJEMEN PROYEK

Pada buku ini banyak penerapan Teori untuk dunia industri / Project Management serta membantu para Project Manager dapat mengatur pekerjaan mulai dari sisi pembuatan proposal, perencanaan,  engineering, produksi, quality control hingga delivery.  Juga peranan leadership dari pimpinan kepada bawahan.

A project management methodology is a set of procedures and techniques that can be modulated and applied to a specific situation. It is methodological process that provides a procedural list of tasks and procedures with aim to attain project completion through the project life cycle. The PMBOK® Guide-Fourth Edition defines the project life cycle (PLC) as a series of consecutive project phases, which are developed from the need of the organization. The aim the project life cycle is to establish a line of logical phases that must be properly completed before moving to the next one. This in turn provides better control over the project as it moves on. For the purpose of this article the RIBA Plan of Work 2013 will be critically assessed as a project management methodology for the design team. 2.0 Analysis of the Methodology 2.1 RIBA Plan of Work 2013 RIBA Plan of work 2013 defines each stages; tasks and outcome, from the initiation of the project to its handing over and use. RIBA Plan of Work 2013 provides a framework to the PLC that splits a project into predefined contextual phases. The stages are sequential but depend on the project prerequisite and the selected procurement method;

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Megaprojects are large, they are constantly growing ever larger, and more and more are being built in what has been called the biggest investment boom in history. This chapter serves as an introduction to megaprojects, and to The Oxford Handbook of Megaproject Management. First, megaprojects are defined and the size of the global megaprojects business is estimated. Second, drivers of the megaproject boom are identified, including monumentalism and the technological sublime. Third, ten things you must know about megaprojects are detailed, from their tendency to suffer from uniqueness bias to their overexposure to black-swan events. Fourth, the "iron law of megaprojects" is identified as a main challenge to megaproject management: "Over budget, over time, under benefits, over and over again." Finally, the main structure of the Handbook is set out as covering the what, the why, and the how of megaproject management, in terms of the challenges, causes, and cures that students of megaprojects must decipher to better understand and better manage megaprojects.

In a city like Dubai, where one of the biggest and fastest growing construction markets in the world exists, the need to estimate the cost of quality in the construction projects becomes a vital task. This research used the prevention-appraisal-failure (PAF) model to evaluate the cost of quality (CoQ) and to determine its optimum value -the level of quality that minimizes the total CoQ -for the residential construction projects in Dubai. The results revealed that the CoQ in such projects in Dubai represents 1.3% of the total project civil work cost and that the optimum CoQ value was estimated to be 1.34% of the total CoQ. Failure costs, on the other hand, were estimated to be .7% of the project cost.

Earned Value Analysis For A Construction Project, Anuj Dubey, Journal Impact Factor (2015): 9.1215 (Calculated by GISI) www.jifactor.com ABSTRACT Cost overruns and time overruns are prevalent in most of the projects carried out in developing nations such as India. There may be multiple reasons for these overruns. In order to reduce them, there should be efficient use of the construction softwares available in the market. This paper emphasises the use of these softwares to reduce these issues by the use of a scientific technique called earned value analysis. Earned Value Analysis is an industry standard method of measuring a project's progress at any given point of time, forecasting its completion date and final cost, analysing variances in the schedule and budget as the project proceeds. It is a method for measuring project performance, it indicates how much of the budget should have been spent, in view of the amount of work done and the baseline cost for the task, assignment and resources. The analysis helps in finding out the deviations both in cost as well as in time i.e. schedule variance and cost variance. This paper emphasizes on the use of this techniques in modern softwares such as Microsoft Project and Oracle Primavera P6 in order to exercise better management over the project.

Happiness is a pleasant feeling that the person spend most of the time and satisfied his/her feeling to overall life.This study aimed to acquire on the extent of the self-esteem influence the level of happiness of the level of happiness of the grade 10 students of the Sisters of Mary School-Boystown, Inc. ,Tunkop, Minglanilla, Cebu school year 2018-2019. This study used survey research design for the purpose of determining the selfesteem influence the level of happiness of the grade 10 students, in which the researchers distribute the questionnaire to the selected respondents in grade 10 students. The researchers used the stratified random sampling in getting the 180 respondents out of 329 and made them by section as the strata. After that, the researchers distributed the Rosenberg's Self-esteem Scale Questionnaire to the chosen respondents to get their level of self-esteem. The collected data from the respondents was treated and analyzed with the use of Likert Scale to rate their level of self-esteem ,Percentage, Frequency Count, Mean/Weighted Mean and also the Pearson Product Moment Correlation.

With the increasing popularity of Agile Methods, many software organisations are moving away from traditional methods to adopt Agile development methodologies. Instead of being predictive, Agile is rather adaptive and people-focussed. It advocates a ...

After 15 months of writing (part time  ) and four months of editing, indexing, etc. today I can announce that my book ‘Demystifying Project Control’ is available from Amazon.
Whether you are working in project control or indeed any other discipline, on a small or mega project, in any industry or type of organisation, in this book you will read almost everything you need to know about project control. You will be told about truths and issues that are not readily discussed and be given a large number of examples that are not always easily accessible.


It is available for readers to purchase here or a link to Amazon through my website: www.danton-progm.co.uk
My huge thanks to all those that along the line of my 30+ years’ career in Project Management have contributed to what I have become and to those that in the last four months have helped and encouraged me deliver the final product.


All this and more will be uncovered through:
• Explaining what is Project Control.
• Describing how the department should be structured, within projects or organisations.
• Explaining how to go about setting up the processes, at project or organisational level.
• Handling of interfaces with other disciplines and departments.
• Looking at the support it should provide at all levels.
• Describing the software systems used and how these are to be integrated.
• Supporting the Knowledge Management process.
• Talking about the expected outputs, how these should be delivered and the issues to be addressed.
• Explaining the effects of complexity on the function as well as on one of its major outputs - reporting.


Testimonials for my book:

“Project Control is much underrepresented in the canon of project management literature. When it is addressed it is often simply through narrow discussion of the various tools and techniques that can be used. In this book Dimitris Antoniadis uses his considerable experience in the area to address the big questions: setting up a project controls organisation, embedding the right culture and interfacing with the rest of the corporate organisation. This book will not teach you about the detail of techniques like Earned Value or Time Chainage but it will explain the principles of how to ensure projects are effectively controlled – and that is something that the project management community really needs”.
Adrian Dooley Hon FAPM – Founder and Lead Author – Praxis Framework.


“One of the most of pragmatic knowledge management techniques is to find the person who seems to know everything about a topic and ask them what you need. I think, when it comes to Project Control, Dimitris may be that person. I am hugely impressed by the breadth of what he has covered in Demystifying Project Controls. This is a book to keep to hand, because as a project manager, you’ll find yourself dipping into it on a regular basis”.
Jonathan Norman – Knowledge Manager – Major Projects Association Knowledge Hub.


I met you in June 1999, when I entered the organization of EGNATIA ODOS S.A. as Head of the IT Unit. You were my first manager and I cannot forget your continuous effort to inspire passion to your team to "do things right". Another important best practice you applied and I still follow is to create liaison with every company structure, using delegates who participate regularly in the meetings of other teams or disciplines.

But project management and control has always been your passion. I consider this book a valuable source of unique experiences that can't be found elsewhere. I consider you as "daskalos" since this Greek word means "more than a teacher". I am glad for you and happy to know that you are still active and productive.
T. Iatropoulos Systems Development & Technologies Director. EGNATIA ODOS S.A.



It was time for getting a book that confirms theories in practise !
Zsolt Nyiri Chair, Supervisory Board at ISCM Foundation

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This book uses sports as a metaphor for research methods. It focuses on how to use and build frameworks for empirical research. The frameworks are analogous to a "play", which is connected to a unique purpose and directs the movement of players during the game. Examples from award winning student research support the chapters that introduce 4 different conceptual frameworks. Before a player can enter the game, he or she should be in shape and understand the rules. Effective teams have systems in place that help their players achieve top physical abilities. Likewise, student scholars need systems in place to ensure they have the necessary skills and preparation to conceptualize and write a strong paper. To do this, it is helpful to bring project management skills to the task of writing a paper. A project management system organizing a scholar's time, materials and Ideas is presented. The book is written using John Dewey and Charles Sanders Pierce's philosophy of science and theory of inquiry.

Engaging stakeholders on projects provides an in-depth examination of the topic covered in the APM Body of Knowledge 7th edition. It gives project professionals detailed tips, tools and practical steps to help improve ways of working and shows how harnessing the power of people is key to improving project success.

This book seeks to address central questions such as:

    What does engagement look like?
    What tools have I got available?
    How do I best reach, engage and work with stakeholders?
    How do I minimise conflict and resistance to change and move toward resolution?

Engaging stakeholders is written for project delivery professionals. Whether you work at project, programme or portfolio level, you’ll have stakeholders involved in your activities. This book addresses the challenges you face when dealing with project-driven change in organisations.

Construction projects in Egypt are categorized with high uncertainties. Coping with change in construction projects is such a big challenge that a project manager could face in managing a project. Change is something evitable specially when addressed from the owners’ side. In this certain situation and the dynamic environment of construction projects, flexibility and elasticity are needed to tackle change. The aim of this thesis is to develop a methodology to react to change easily. Agile project management is introduced to the construction sector in Egypt, as it has proven its success in the IT industry all over the world. Triangulation of different methods where used to gather data about agile project management. More specifically, interviews with experts from the field, a questionnaire to get respondents opinions about integrating agile methods to the construction projects and finally developing a medium sized project with the agile practice to test out the findings all together. Agile can be determined to react to change efficiently and effectively in construction projects with some amendments to cope with the characteristics of this enormous field. In conclusion, agile methods are a catalyst for changes in construction projects in the dynamic environment of Egypt, with expanding the methodology in alliance to cope with construction management features. Agile project management works is shorter cycles than traditional project management besides more creative and dependent teams. Client involvement in managing a project is one of the major factors that speeds up a project. Applying agile methodologies will decrease time, cost and escalate customer satisfaction in the construction field in the Egyptian economy.

The 2014 update of this note is now available at http://bit.ly/LPS-5cc — 

On the basis of research they did to improve construction productivity in the 1980s, Glenn Ballard and Greg Howell created The Last Planner  System (LPS) to improve the predictability and reliability of construction production.
Last Planner manages the relationships, conversations and commitments that together enable program & production planning decisions to be made collaboratively at the lowest possible level in a whole range of one-off production settings — software development, ship-building, yacht fit-out, construction and other examples of one-off production. With adaptations, LPS works in new product development and design too. 
Last Planner is a short-term project planning system first used in engineering construction 20 years ago.  It continues to create significant improvements in project & program safety, predictability, productivity, speed of delivery, profit and feelings of wellbeing among project staff.  LPS offers a realistic way to collaboratively manage project-based production, enables issues to be identified and resolved before they become problems on-site and increases the chances that work will flow and projects be completed on time.  It is a vital link between logistics and building assembly teams.  That’s why more and more companies are making it part of their standard procedure for project delivery.
In construction, for example, Last Planner promotes conversations between trade foremen and site-management at appropriate levels of detail, and before issues become critical.  These conversations increase the chances that work flows and recognises that personal relationships and peer pressure are critical to that process.
Over the last two decades Last Planner has evolved. It has become associated with new theory, some details have changed and others clarified.  This process will and should continue.  As when making any supposed improvement, the change should be benchmarked against pre-change performance so as to be able to answer the question “is this change an improvement”. ""

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Jerry should go to the General Manager for different reasons. First, what Frank want to do it is not legal, so if Jerry do not report to the GM he could be a party to a fraud that could get both Jerry and the company in legal trouble and damage the company image. Furthermore, how can Jerry trust the Frank's promise, if he is already lying about the excess profit? Frank's egoistic interest, if it leads to the impossibility to retain the keypeople after the bathtub period, could jeopardize the entire product development project and it could threaten business contracts for the years to come. Last but not least, speaking with the GM could be a good opportunity to make clear the importance and the significance of the project for the company and so it could be a very important chance to persuade the GM about the value of the key-people and do not permit to let them go away.