Towards Improved Project Management Practice: Uncovering the Evidence for Effective Practices Through Empirical Research

Pirmais vāks
Universal-Publishers, 2001 - 328 lappuses
Projects are important to industry, but project performance continually disappoints stakeholder expectations. Organizations react to this performance problem in many ways, and purchase consultancy, training, methods and tools as possible solutions. There is no published evidence that any of these solutions are consistently successful in improving project performance. This thesis answers the question, "What can be done to improve project management practices, and thus project performance?" by demonstrating that a novel form of continuous action research can contribute such evidence.

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Saturs

Range of deployment scores
167
Range of approach scores by perspective
168
Comparison of CPQ deployment scores over time
169
CPQ Scores for Topic 1 Integration
171
Individual Company CPQ Scores
174
CPQ scores for topic 1a compared across three networks
175
CPQ Scores for individual questions
176
Project cost categories across industries
178

First and secondorder cybernetics Schwaninger 1997
92
management practice?
95
A framework based on Habermas three worlds Adopted from Mingers1997
101
Research methods and underlying paradigms
104
The classic shape of singleparadigm research
119
The concept of a continuous research methodology
120
The Benchmarking Process
130
The First Cycle of Action Research
132
Perceptions
140
The First Structure of a Projects Database
141
The Third Cycle of Action Research
145
The Second Project Database Structure
146
Structure of Project Analysis
148
Two Levels of Capability
149
Development
151
The Seven Components of the Research Method
152
Transferring lessons learned from project to project
158
Project startup and Post Project Reviews
160
Range of approach scores
166
Types of project undertaken by industry
179
Number of projects in each life cycle phase
181
Percentage of cost categories for each type of project
182
Duration of projects within each type
183
Project cost 000 and project duration weeks
184
Relationship between time and cost predictability
187
Relationship between cost and scope predictability
188
Types of project strategy
191
CHAID analysis showing practices influencing time predictability
195
Practices correlating to cost predictability
196
Influence of companywide risk education on time predictability
199
Effect of assigning risk owners on time predictability
201
Comparison of relative cost time predictability by company
204
project performance
206
Benefits management and the relationship between projects and operations
221
How practices relate to performance
224
Reference List
227
Portrait
P-1
Landscape
L-1

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