Book Review: Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice

2009 ◽  
Vol 40 (3) ◽  
pp. 84-84
Author(s):  
Kenneth H. Rose
2011 ◽  
Vol 42 (5) ◽  
pp. 92-92
Author(s):  
Kenneth H. Rose ◽  
Prasad Kodukula

Author(s):  
Tomislav Rozman ◽  
Tanja Kocjan Stjepanovič ◽  
Andrej Raspor

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.


2021 ◽  
Vol 13 (3) ◽  
pp. 1490
Author(s):  
Agustín Moya-Colorado ◽  
Nina León-Bolaños ◽  
José L. Yagüe-Blanco

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.


2011 ◽  
Vol 42 (5) ◽  
pp. 93-93
Author(s):  
Darren Dalcher
Keyword(s):  

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