The case-study company is a well-known enterprise whose primary product is precision locknuts in Taiwan. With the rise of sales performance, the legacy enterprise resource planning (ERP) system does not provide the degree of re liab ility and maintainability the case comp any needed. In order to meet the growing needs of enterprise, the case company faces to the challenge of application integration within the enterprise. The ERP imp le mentation success depends on the rigor of the projectmanagement processes. In this researc h, firstly, case study approach is adopted to investigate how poor project manage ment imperil the imp le mentation of an ERP system. Hav ing learned the lessons from the failure of its first ERP imple mentation, the case company applies the theory of business process reengineering (BPR) to e xp lore and rationalize the business processes, and design its project manage ment practices to successfully carry out its second ERP imp le mentation. And the goal directed project manage ment (GDPM) princip les are applied to develop a proper ERP imple mentation plan. The summary descriptions of the important aspects of ERP imple mentation are stated that the sponsor or the client of the project, the goals, and limitations on the project, and time a re included. Th is study exp lores and identifies the critica l elements of projectmanagement to provide an effective guidance for the first implementation stage .
Abstract: In a software factory, the applications are developed in the same way Henri Ford started manufacturing cars. In such a way, a customized solution could be obtained within a rea- sonable budget and within the foreseen timeframe. This de- velopment method offers a flexible solution that can be rea- dapted rapidly and automatically to the changing business needs, so the ProjectManagement becomes a real challenge.
Compensation Management. The incentives for programmers to participate in an open source project include ego gratification, career concern, and so on whereas programmers develop proprietary software primarily for monetary compensation. However, an increasing number of open source projects have opted to receive monetary donations from users. Although some developers and projects choose to allocate part or all of the incoming donations to SourceForge or other organizations, most recipients of the donations rely on the monetary supports to fund development time and other key resources that are necessary for the continuation of the projects. Therefore, we choose to use the variable AcceptingDonations to capture whether a project is using monetary compensation as part of its incentive mechanism. It takes the value of 1 if the project is accepting donations and 0 otherwise.
1. You have just been hired by a local swim team to develop a Web site. This Web site will be used to pro- vide information to boys and girls between the ages of six and eighteen who are interested in joining the team. In addition, the Web site will provide information about practices and the swim meet schedule for the season. The team would also like to be able to post the meet results. The head coach of the swim team is the project sponsor. He would also like the Web site to include pictures of the three assistant coaches and of the different swimmers at swim meets and practice. The swim team is supported largely by an association of parents who help run the swim meets and work the concession stand. Several of the parents have asked that a volunteer schedule be part of the Web site so that the parent volunteers can see when they are scheduled to work at a particular meet. The head coach, however, has told you that he believes this project can wait and should not be part of the Web site now. Two people will be helping you on the project. One is a graphic artist; the other is person who is very familiar with HTML, Java, Active Server Pages (ASP), and several Web development tools. Based upon the information provided, develop the basics of a project charter. Although you will not be able to develop a complete project charter at this point, you can get started on the following:
(ii) Define Activities: The process of identifying and documenting the specific actions to produce the project deliverables and work packages are break down into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work. Abbasi and Arabiat (2001) conducted the research to schedule project activities based on maximum net present value and minimum duration. They combined minimum late start and shortest processing time priority-rules and a new hybrid heuristics was developed. Analysis of the newly developed late start and shortest processing time heuristic was done by using sixty problems of the Patterson set and results were compared with four different heuristics. Statistical analysis results revealed that the late start and shortest processing time heuristic developed produced a higher net present value when comparing its mean with the other four heuristics. They mentioned that even different heuristics project duration results are same then also the late start and shortest processing time gives higher net present value. Late start and shortest processing time procedure tends to minimize the project time which helps to meet the project due date and avoids delay costs, and results in maximizing the net present value. Late start and shortest processing time heuristic can be used in project scheduling with constrained resources.
Abstract. Although cloud computing is at the leading edge of the information tech- nology industry, it lacks a set of quality measurement models in the evaluation of cloud computing system. The study starts out from the perspective of cloud computing informa- tion system and attempts to eliminate the uncertainty between cloud computing system and projectmanagement by integrating PMMM related improvement factors with QFD, so as to integrate quality into cloud-based projectmanagement. Through a model analysis and test results of cases, this study discovers the impact of 5 demand guideline factors and 5 projectmanagement processes for quality improvement in cloud-based project man- agement system.
predefined projectmanagement constructs and techniques. One major additional element is team motivation, but understanding how motivation works from the project manager’s perspective remains unclear. To gain further insight, the ProjectManagement Institute (PMI) online research network was used to discover currently held perceptions regarding team motivation by projectmanagement professionals. Factors that cause low levels of team motivation were explored and perceptions regarding successful motivation techniques were measured. In addition, the survey introduced the project stages concept into team motivation theory by assessing perceptions regarding the relation of team motivation factors based on project stage.
In Mesopotamia, unearthed clay tablets show written contracts by the Sumerians, with some set wages for workers and administrative personnel tending to fields, and so on (Phillips, 1999: 3). Between 2284 and 1570 B.C., near the Valley of the Kings in Egypt, painted limestone shards have been found, and show daily work records, administrators, craftsmen, artists and labourers housed in tha area to design, excavate, construct, and decorate the royal tombs (Phillips, 1999: 3). It can be concluded from this, especially the presence of daily work records and administrators, that there were also projectmanagement principles at that time. Knipe et al. (2002: 3) established that the origins of projectmanagement can be traced back to the construction of the Pyramids as well as the Great Wall of China. Standard contract conditions have been in use in South Africa since 1904, but it was only in the late 1920s that an assertive effort was made to enforce such conditions for the building industry (Malherbe & Lipshitz, 1979: 1). At that time, prominence was given to a document published in Britain in 1928 named Agreement and schedule of conditions of building contracts (Malherbe & Lipshitz, 1979: 1). This ultimately led to a system of building in South Africa that closely followed the system in Great Britain at the time. Currently, this basic system has hardly changed; where it has changed, it has been done so to accommodate itself to those factors influenced by the South African economy that do not manifest themselves in the British economy (Mills, 1982: 30).
Post et al. (2002) suggest the stakeholder view is a comprehensive approach to examine how the firm creates its wealth. The stakeholder view is compatible with the three perspectives of competitive advantage. First, stakeholders are the major providers of resources to firms; for example, employees supply labour and shareholders supply capital (Harrison & St. John, 1997). Besides, stakeholders are catalysts facilitating the generation of valued resources such as reputations or trusts for the firm. These resources are often co-created by the firm and its stakeholders (Gregory, 2007; Heugens, van den Bosch & van Riel, 2002). Thus, the stakeholder view is consistent with the resource-based view, in terms of obtaining valued resources. Second, the stakeholder view could be regarded as an extension of the relational view, including the relationships between the focal firm and other stakeholders, rather than being limited to inter-firm business partnerships (Andriof & Waddock, 2002; Post et al., 2002). Third, Freeman (1984) argues that stakeholder management is compatible with Porter’s five-force model, but focuses more on stakeholder wants and needs; he proposes a modification, incorporating a sixth force—relative power of other stakeholders, which advances the focus from industry structure towards stakeholder structure. Moreover, the stakeholder perspective views firms as ‘value-based networks’ that work together with their stakeholders to create value (Wheeler et al., 2003). Hence, the stakeholder view is quite compatible with the activity-position view, in terms of engaging activities for enhancing firm value.
Cost is the expenditure of money, time, labour etc., to obtain a requirement (Weele, 2008). Cost reductions, or savings, are an important indicator for measuring efficiency and effectiveness of the purchasing function. Definition is a problem. Practice shows that there is no true definition (Nollet, Calvi, Audet, & Cote, 2008). The purchasing function influences not only the product cost price by the purchase of material and components, but also other cost like distribution and inventory cost. For example making a product smaller may result in lower inventory and distribution cost. The total cost performance of the purchasing function is reflected in the deviation from actual and planned spending. Distribution, inventory, production and other related cost can be captured in a ‘cost change’ or ‘cost saving’ performance measurement that takes a total cost of ownership perspective. Cost saving is thus defined as the difference between a prior and a new cost (price). Looking at the cross-functional character of purchasing, savings are often related to a team effort. It may be clear that claiming all the savings to the purchasing function may lead to objection of other functions. It is therefore necessary to report savings on a corporate level (Weele, 2008). This should be done by using an integral cost evaluation of all cost that might be changed due to the decision. Only reporting price effects might lead to misjudgement of the real results. Literature makes a distinction between cost savings and cost avoidance. Cost avoidance is defined in different ways. Van Weele (2008) defines cost avoidance as the difference between historical and current price, which are expected not to be sustainable. For example when the purchasing budget for a certain product is set at 10 thousand euro but due to negotiations the purchaser is able to stay within its budget with a 7 thousand euro deal. In other words, cost avoidance is the difference between a price paid and a potentially higher price. The ‘not sustainable’ character is doubtful because a negotiation savings can last for a long term and create a new cost price for a product. It could thus be argued that it is a cost saving. A generalisation from a development perspective might be useful. Cost avoidance is than defined as reduction or the elimination of future cost (Dmytrenko, 1997). Cost changes that do not have a prior cost or price are categorised as cost avoidance. The cancellation of a product or a reduction in development time is also examples of cost avoidance. Price comparison (between operations in different plants, divisions, business units or suppliers) is more a method to achieve a better price for your products than a measurement in itself and is therefore excluded as measurement.
More than half respondents, which are 60%, choose that it is very important to have an excellent project manager as success criteria for their projects and organization. Personnel elements, monitoring and feedback element, communication element as well as trouble shooting element in Pinto’s model need excellence project manager. On Kerzner’s critical success factor, there is a strong point on excellent project manager. Finally yet importantly, in Belassi and Tukel’s model, factors related to the project manager and team members are involved. Thus, it can be assumed that excellence project manager leads to the positive results on the elements listed. Based on the initiation phase in the projectmanagement life cycle, project manager and team are appointed. At this phase, it is very important to choose the most excellence project managers in order to make sure everything will be in control. As a conclusion, project initiation is involved and it shows that the respondents had applied the projectmanagement to their projects and organization.
This Training Program has been designed and will be conducted by Senior most Project managers and PMP CERTIFIED PROFESSIONALS who having the huge experience of ProjectManagement. They have worked with various large commercial industries and for different departments. They also served foreign, International and Local organization too.
In order to understand County Government funded construction projects performance in Kenya, this study is grounded on the triple constraint theory trying to explain the influence of time, cost and scope which bounds the universe of every performing project (Osedo, 2015; Hassan & Adeleke, 2019; Banda & Pretorius, 2016; Nibyza, 2015). The key standards and principles which must be accomplished in every project as stated by (Van Wayngaad, Pretorius, & Pretorius, 2012) are the definitely the project triple constraint in a construction project which must be balanced appropriately (Catanio, Armstrong & Tucker, 2015; Nasir, Nawi &Radzuan, 2016). The cause and effect of new or changing triple constraint requirements are constantly negotiated during all phases of a project (Lukale, 2018; Rugenyi & Bwisa, 2016; Omondi, 2017). The three key triple constraint relationships signify that at least one of the triple constraint variables must be constrained (otherwise there is no baseline for planning), and at least one of the variables must have capacity for exploitation (otherwise quality may be affected) (Abulkhaim & Adeleke, 2019; Beleu, Crisan & Nistor, 2015; Omondi, 2017; Rugenyi, 2017).
It was decided to include a project as case study. A project run by a project manager with projectmanagement knowledge but without sufficient industry knowledge was selected. The case study was selected as it complied with the selection criteria and the author had contact with the professional team. The project within the built environment was managed by a construction project manager without adequate industry knowledge. This offered an opportunity to view the impact on a project, should the project manager lack industry-specific knowledge. Several instances that occurred and were directly linked to industry knowledge were analysed. Lastly, interviews were conducted with senior professionals working in the built environment. Large reputable companies were contacted to request their participation in the research. Once the companies accepted, the interviewees were selected based on their extensive knowledge and expertise regarding projectmanagement within the built environment. The data gathered was then perused, categories were identified and data placed within these categories from which conclusions were drawn.
UNIT IV: Financial Support - Estimating the project cost - Designing judicious financing plan - Means of financing - Institutional support: Central and State level development banks: IDBI, NABARD, SIDBI, SFCS, EXIM Banks - Commercial Banks - Leasing companies and investment institutions - Role of international financial agencies: World Bank, ADB and IBRD.
The copilot, distracted by the perceived emergency, does not notice that the airplane is losing altitude. The captain, believing the copilot is still actively ﬂying the plane, does not notice the altitude dropping either. The pilot and copilot continue to focus their full attention on the landing light situation. The plane continues to lose altitude and crashes into the ground — with all of the landing gear, three sets of wheels, down and locked. The light had burned out. There was no problem other than a burned-out light. The over- reaction to the problem created a new problem that was far worse. The moral of the story is twofold. First, don’t let one difﬁcult stakeholder create such a large distraction that the project team stops running the project. Second, most aviation accidents are a combi- nation of bad decisions. Any good decision in the string can break the chain and avoid the accident. Great project managers would do well to recognize this when they see a series of bad decisions being made on their projects. The savvy project manager breaks the chain with a good decision to get the project back on track.
• Typically will have accountability for monitoring and assisting multiple Project Managers at one or multiple agencies who are responsible for different sub-projects of the enterprise project • Ultimately accountable for the delivery of the enterprise project • Utilizes appropriate ProjectManagement tools and techniques in
Effective planning and scheduling plays a very important role in success of any project. Survey results show that PMC ranked ineffective planning and scheduling by contractors as quite significant cause of time overrun. This issue seems to be true as it is highly related to cash flow and financial difficulties faced by contractors, shortage of site workers, contractor's poor site management, inadequate contractor experience, lack of communication among construction parties, problems with subcontractors, and frequent change management. In Ghana, consultants report this that ineffective planning and scheduling is 2 nd most critical factor affecting construction time (Frimpong et al., 2003), while Assaf & Al-Hejji (2006) found that consultants of Saudi Arabia reported this factor as 4 th important factor.
We were fully aware that a radical change in the approach to projectmanagement teaching would induce in students and the lecturers behavioural, intellectual, and emotional responses. Throughout the period of each delivery, the course participants expressed anxiety, impatience, and discomfort not least because of the requirement for a higher level of reading, intellectual engagement and reflection on their own practice. The lack of ready made case studies which they would analyse and comment on using a set of frameworks and models delivered in the lecture has noticeably caused a feeling of chaos and ‘not knowing where to start’ and how one is supposed to think about a certain project issue. Replacing a scientific grounding of academic ‘projectmanagement’ theory and models with more fluid debates of the issues of power, ideology, uncertainty and misbehaviour at workplace and in project environments was both an innovation and a source of risk. A few complaints throughout the running of the module related to an expectation to learn ‘how to do’ projectmanagement and to assimilate ‘relevant’ knowledge about ‘best practice’ that will make them be perceived as ‘professional, ‘knowledgeable’, ‘thinking, rational’ project managers in their organisations. Both the lecturer and the students frequently felt tension and discomfort when facing the process of learning which simultaneously takes place at all levels of analysis.