scholarly journals Modified Method of Automation Decision-Making Management Process for the Project Management Team Creation

2019 ◽  
pp. 32-39
Author(s):  
Оksana V. Chorna ◽  
◽  
Lesya A. Lyushenko ◽  
Natalia A. Rybachok ◽  
◽  
...  
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Management Team ◽  
Management Process ◽  
Modified Method

VLITP Management Framework

2009 ◽  
pp. 188-207
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Management Team ◽  
Process Models ◽  
Legacy Systems ◽  
Management Process ◽  
Management Framework ◽  
Specific Process ◽  
Management Processes ◽  
Human Interventions ◽  
Process Execution

The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the steps required. However, in practice, these applications only execute a small part of the overall process. Execution of a complete VLITP management process can also be achieved by using a framework of software with human interfaces, where needed when applications are not able to execute the management process automatically. Certain aspects of VLITP management process can only be accomplished with human interventions. Due to the complexity of managing VLITP, changing the scope is costly and an overview of the VLITP and their state is difficult to obtain. In order to effectively deliver its objectives, VLITP often requires that the underlying activities be constructed according to the principles of a framework. Thus, it is often difficult to make a suite of existing legacy systems fit with a VLITP. The commercial project management market has focused on specific process models to reduce the complexity of VLITP management This chapter presents a framework that provides the basis for identifying and describing generally accepted principles and practices of VLITP. The purpose is to guide the project management team of VLITP in the execution of one of the most challenging jobs in business today.

scholarly journals Innovation in airport design

Aviation ◽  
2017 ◽  
Vol 21 (1) ◽  
pp. 23-28 ◽  
Author(s):  
Alexander MEDVEDEV ◽  
Iyad ALOMAR ◽  
Slawomir AUGUSTYN
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Decision Making Process ◽  
Management Process ◽  
Future Perspectives ◽  
Essential Information ◽  
Airport Management ◽  
Airport Design

This article discusses the issue of innovation in airport design which is supported by aviation project management. This is why the decision making process on innovation in an airport’s design should correlate with future perspectives in aviation. This process influences a decrease in time and money lost during the period of leading an aviation project. A good result is obtained through selected essential information and analysis of the airport management process in order to achieve efficiency in aircraft operation. What is more, the innovation in airport design is closely related with the safety of aircraft and security of passengers.

scholarly journals International business project and competence profile of the project management team (part 2)

2021 ◽  
pp. 108-114
Author(s):  
S.P. Oleynik ◽  
Keyword(s):  
Project Management ◽  
International Business ◽  
Management Team ◽  
International Project ◽  
Management Process ◽  
Cross Border ◽  
Management Processes ◽  
The Subject ◽  
Product Creation ◽  
Competence Profile

Potential participants in cross-border resource exchange have been identified as representatives of the subject composition of the international project. The typification of cross-border flows of goods has been carried out. Changes in the content of management processes associated with the transition of the project to the «international» category are shown. The list of competencies required to manage projects in this category is provided. It is concluded that the competence profile of the project management team should reflect the balance of competencies in the three components of a single management process — project management processes, product creation processes and supporting (supporting) processes.

scholarly journals How Does Governance Influence Decision Making on Projects and in Project-Based Organizations?

2020 ◽  
Vol 51 (6) ◽  
pp. 670-684 ◽  
Author(s):  
Rodney Turner
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Organizational Psychology ◽  
Project Performance ◽  
The Past

Research on the governance of project management suggests governmentality and governance are associated with improved project performance. However, the mechanism is unknown. We propose that they influence decision making, which, in turn, improves performance. Few articles on governance comment directly on how governance influences decision making. We identify six areas of organizational psychology that influence decision making, and study what research on the governance of project management suggests about how governance influences those six areas. We review 36 articles on the governance of project management published in the past six years in the three main journals in project management.

The Application of Physical Planning Theory in Objective Management

2011 ◽  
Vol 94-96 ◽  
pp. 2238-2242
Author(s):  
Yan Qun Tang ◽  
Wei Zeng
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Comprehensive Evaluation ◽  
Cost Optimization ◽  
Time Limit ◽  
Physical Planning ◽  
Planning Theory ◽  
Engineering Project ◽  
Project Cost ◽  
Engineering Project Management

Basing on the analysis of problems existing in the comprehensive decision-making and balanced optimizing of project programs, the writer has introduced the method of physical planning to solve the problems of comprehensive decision-making and optimizing in the quality of the project management – time limit for a project - cost, and established the quality - time limit for a project- cost comprehensive evaluation and decision model as well as the quality - time limit for a project - cost optimization model. The proposed method has been proved effective through the cases of highway engineering project management.

scholarly journals EVALUATION OF CRITICAL SUCCESS FACTORS FOR CONSTRUCTION PROJECTS – AN EMPIRICAL STUDY IN LITHUANIA

2013 ◽  
Vol 17 (1) ◽  
pp. 21-31 ◽  
Author(s):  
Neringa Gudienė ◽  
Audrius Banaitis ◽  
Nerija Banaitienė
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Construction Projects ◽  
Critical Success Factors ◽  
Success Factors ◽  
Project Manager ◽  
Management Team ◽  
Team Members ◽  
Critical Success ◽  
Survey Results

This paper aims to identify a comprehensive list of critical success factors for construction projects in Lithuania. Based on the available literature review, this paper identified 71 success factors under 7 broad groups. Based on the survey results, ten factors including project manager competence, project management team members' competence, project manager coordinating skills, client clear and precise goals/objectives, project value, project management team members' relevant past experience, project manager organising skills, project manager effective and timely conflict resolution, client ability to make timely decision, and project manager experience were determined as the most important success factors for construction projects. These critical success factors are of great significance both to researchers and industry practitioners.

Knowledge Management: FROM THEORY TO PRACTICE

2012 ◽  
Vol 01 (11) ◽  
pp. 22-30
Author(s):  
Kamran Nazari ◽  
Mostafa Emami
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Critical Points ◽  
Organization Performance ◽  
Management Process ◽  
Dynamic Learning ◽  
Collective Wisdom ◽  
Theory To Practice ◽  
Wide Range ◽  
Peter Drucker

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it’s a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it’s not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).Knowledge management is the leveraging of collective wisdom to increase responsiveness and innovation. It is important that you discern from this definition three critical points. This definition implies that three criteria must be met before information can be considered knowledge. » Knowledge is connected. It exists in a collection (collective wisdom) of multiple experiences and perspectives Knowledge management is a catalyst. It is an action – leveraging. Knowledge is always relevant to environmental conditions, and stimulates action in response to these conditions. Information that does not precipitate action of some kind is not knowledge. In the words of Peter Drucker, ‘‘Knowledge for the most part exists only in application.’’ » Knowledge is applicable in un-encountered environments. Information becomes knowledge when it is used to address novel situations for which no direct precedent exists. Information that is merely ‘‘plugged in’’ to a previously encountered model is not knowledge and lacks innovation.

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