The Role of Technology in the Project Manager Performance Model

2008 ◽  
Vol 39 (1) ◽  
pp. 34-48 ◽  
Author(s):  
Vittal S. Anantatmula
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Research Effort ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Performance Model ◽  
Manager Performance

Technology assumes importance in the context of project management due to greater challenges in today's technology-enabled work environment, where technology tools are routinely used for colaboration, communication, and dep oyment of project management practices. It is becoming common practice for even co-located project teams to use the electronic medium for these purposes. Notwithstanding the importance of technology, research has shown that it is difficult to associate the use of technology with business performance and the absence of such relation can be extrapolated to project performance as well. However, technology can play a major role in supporting project managers in managing projects effectively and efficiently. Several studies have addressed the importance and leadership style of project managers. However, specific roles and responsibilities of a project manager toward the project team is an area that needs further study. In this research effort, using the literature review, important people-related factors of project performance are identified. Then structured personal interviews were used to gather data for understanding relations among these factors in order to develop a project manager performance model. The model was developed employing the interpretive structural modeling(ISM) methodology. The model was used to determine the role of the project manager in managing the project team and improving the project performance. Results show that both leadership and management roles are important. This study helped to analyze underlying interactions among these factors and, consequently, understand the supportive function of technology to the project manager in improving project performance.

THE PROJECT BOUNDARY AND OCCUPATIONAL STRESS

2019 ◽  
Vol 6 (1) ◽  
Author(s):  
Ken Farnes
Keyword(s):  
Project Management ◽  
Occupational Stress ◽  
Management Practices ◽  
Project Managers ◽  
Project Manager ◽  
Social Constructionist ◽  
Project Outcomes ◽  
Project Environment ◽  
Conflicting Demands ◽  
Manager Performance

Despite advances in project management practices and profession, projects continue to have an unacceptably high failure rate, which may be influenced by project manager being highly stressed and their decision-making capabilities becoming narrowed. The project manager's role necessitates that they occupy the boundary between sponsoring organisation, clients, and other actors involved in the project environment, where they are often subjected to time pressures, project uncertainties, conflicting demands, complex and often dynamic social structure involved in the project environment. In this social constructionist study thirty six senior executives participants were interviewed. It was observed that when discussing the person-environment fit and competencies of a project manager, occupational stress and stress management were overlooked by executive project sponsors as a possible contributing factor for poor project manager performance and poor project outcomes. Despite the growing body of research evidence that has identified occupational stress across many different professions as having an adverse impact on an individual's performance and health, there has been little recognition within project management literature of the impacts of stress or coping strategies for managing stressors within the project environment. This strongly suggests that additional research on stress focused on the project environment is warranted, and that both project sponsors and project managers need to be made aware of the antecedents to stress and consequences of stress both in the personal and business sense.

scholarly journals Study on the Role of Project Manager in Improving the Project Performance

2019 ◽  
Vol 1 (1) ◽  
pp. 133-139
Author(s):  
Om Prakash Giri
Keyword(s):  
Construction Industry ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Manager ◽  
Leadership Role ◽  
Time Cost ◽  
Execution Monitoring ◽  
Critical Resource

A project manager is the person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project. Project manager is responsible to complete the project within time, cost and quality towards making the project a success. Construction industry plays an important role in the economy of the country. The industry, however, is beset with many challenges, including delivering projects within cost, time and quality. Therefore project manager is a critical resource in the project to achieve its objectives. Sadly, the role of the project manager is often overlooked. It is assumed that the leadership role of the project manager is measured against time, cost, quality, and customer satisfaction. The importance of this study is to find various roles that project managers ought to play for improving project performance. Good project management practices and competent project managers always deliver better result.

scholarly journals Project Management in Development Cooperation. Non-Governmental Organizations

Innovar ◽  
2015 ◽  
Vol 25 (56) ◽  
pp. 53-67 ◽  
Author(s):  
Maricela I. Montes-Guerra ◽  
Aida R. De-Miguel ◽  
M. Amaya Pérez-Ezcurdia ◽  
Faustino N. Gimena ◽  
H. Mauricio Díez-Silva
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Development Cooperation ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Applicable Knowledge ◽  
The Impact ◽  
Positive Effect

This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.

‘Smart' Project Management

2016 ◽  
pp. 179-192
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

scholarly journals Managerial Responses to the Onset of the COVID-19 Pandemic in Healthcare Organizations Project Management

2021 ◽  
Vol 18 (22) ◽  
pp. 12082
Author(s):  
Ariadna Bednarz ◽  
Marta Borkowska-Bierć ◽  
Marek Matejun
Keyword(s):  
Project Management ◽  
Risk Analysis ◽  
Management Practices ◽  
Project Performance ◽  
Project Managers ◽  
Project Teams ◽  
Research Subjects ◽  
Healthcare Organizations ◽  
Future Developments ◽  
The Impact

The goal of this study was to identify and assess the impact of the COVID-19 pandemic on project management practices in healthcare organizations, taking into account, in particular, risk analysis, project performance, organization of the work of project teams, and tendencies in future developments in project management. In order to achieve this goal, a study was conducted on 20 project managers in selected healthcare organizations in Poland. The results indicate that a systematically conducted risk analysis as part of the implemented projects enabled rapid and effective reactions during the COVID-19 pandemic. The pandemic has also significantly altered the organization of the work of project teams and, in the opinion of the research subjects, this will significantly impact future solutions for project management in healthcare organizations. The obtained results form a basis for the increase in professionalization in project management in healthcare organizations.

‘Smart' Project Management

2016 ◽  
pp. 579-593
Author(s):  
Céline M. Silvius ◽  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Mobile Devices ◽  
Project Managers ◽  
Project Manager ◽  
Team Collaboration ◽  
Team Members ◽  
Explorative Study ◽  
Management Processes ◽  
Share Information

Mobile devices and applications are changing the way individuals gather, process and share information. A development which also applies to project management. This chapter reports an explorative study on the functionality of 50 project management apps. The apps were analyzed on the variables: type of functionality, project management processes supported, methodology/standard supported, topics covered, website support, languages supported, project roles supported, number of team members supported and number of projects supported. Our analysis showed that the functionality of project management apps today is mainly focused on two application areas: (A) Supporting the role of the project manager individually in the planning/organizing processes of the project and (B) Supporting team communication and team collaboration. Lacking in functionality seems to be the communication/collaboration with project sponsor and other stakeholders. Based on our study we recommend project managers to be selective when starting to use project management apps.

Sustainability Assessment for Project Managers

2013 ◽  
pp. 288-302 ◽  
Author(s):  
Gilman C. K. Tam
Keyword(s):  
Project Management ◽  
Assessment Tool ◽  
Sustainability Assessment ◽  
Project Managers ◽  
Project Manager ◽  
Evaluation Framework ◽  
Implementation Project ◽  
Design And Implementation ◽  
Project Sustainability

In the two decades since the Earth Summit in 1992, an increasing number of projects have built sustainability considerations into project design and implementation. Project managers without knowledge and guidance on sustainability assessment would find it difficult to drive projects and programs contributing towards a sustainable society. The purpose of this chapter is to devise an assessment tool for project managers incorporating the concept of pillar-based and principles-based sustainability approaches as well as the EIA-driven and objectives-led assessment methodologies. The definitions of sustainability in project management and program management are discussed as basis for the establishment of sustainability evaluation framework. The views of project management community regarding the role of project manager in handling project related sustainability activities are discussed. This chapter contributes to devising a practical assessment tool for project managers in managing project sustainability.

Linkages between Organization Design Structures, Performance Measurement Systems and Project Performance in Project Based Technical Environment—An Empirical Analysis

2013 ◽  
Vol 4 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Sameen Baloch ◽  
Azhar M. Khan
Keyword(s):  
Project Management ◽  
Statistical Analysis ◽  
Organizational Design ◽  
Management Practices ◽  
Organization Design ◽  
Project Performance ◽  
Project Managers ◽  
Major Influence ◽  
Management Performance ◽  
Performance Measurement Systems

The purpose of this paper is to examine the socio-technical structures prevailing in technical organizations. It explores relationships that exist between technical and social structures and imperative project management practices, using statistical techniques. The study investigates links between organization design structures, project management performance, multiple dimensions of project managers’ competencies including personal, business knowledge, interpersonal and managerial competencies and project performance. A systematic teardown approach was adopted for the analysis of various competencies. The statistical analysis technique, ANOVA (Analysis of Variance) was conducted to validate various factors. The results of statistical analysis has shown that organization design structures are not the major determinants, only organizational design structures with functionally structured resource distributions are established as determinants of project management performance. Furthermore, it was proven that the project managers’ competencies have a major influence on project performance. This study will help to improve performance of technical projects and will lay a foundation for the framework of improvement and development of organizations.

The Maturity of the Project Owner

2018 ◽  
pp. 201-209
Author(s):  
Dagmar Zuchi
Keyword(s):  
Project Management ◽  
Project Manager ◽  
Project Team ◽  
Success Factor ◽  
Role Perception ◽  
Key Success Factor

A key success factor in projects is the performance of the “project owner.” The “maturity” of a project owner is dependent on his knowledge, skills, and attitude—thus his “potential”—to perform this role in a project. The maturity of a project owner is based on a clear role perception, on competences in project management, and on the ability to build and maintain appropriate relationships with relevant stakeholders. The role of the project owner has to be understood and accepted by the project manager and the project team, and by representatives of relevant stakeholders, such as the client, suppliers, etc. Mature project-oriented organizations have procedures for project management, which may include descriptions of project management sub processes and methods and expectations towards the diverse roles in projects. Nevertheless, the author observes in practice that the potential of performing a project owner role professionally is not yet used consistently in organizations. In the chapter, different aspects of the maturity of project owners are discussed.

scholarly journals The Role of Top Management as a Moderator on Project Success during Project Life Cycle

2021 ◽  
Vol 5 (1) ◽  
pp. 111-135
Author(s):  
Maqsood Ahmad ◽  
Raheela Habib
Keyword(s):  
Life Cycle ◽  
Project Management ◽  
Project Success ◽  
Project Performance ◽  
Project Manager ◽  
Top Management ◽  
Project Life Cycle ◽  
Performance Project ◽  
Project Life

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

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