Towards Improved Project Management Practice: Uncovering the Evidence for Effective Practices Through Empirical ResearchUniversal-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. |
No grāmatas satura
1.–5. rezultāts no 42.
10. lappuse
... Influence of company-wide risk education on time predictability..... 199 Figure 46: Effect of assigning risk owners on time predictability ..................... 201 Figure 47: Comparison of relative cost & time predictability by company ...
... Influence of company-wide risk education on time predictability..... 199 Figure 46: Effect of assigning risk owners on time predictability ..................... 201 Figure 47: Comparison of relative cost & time predictability by company ...
22. lappuse
... influence the cost and quality of influences the development of delivers benefits to SYSTEM BOUNDARY An Enterprise Practices and techniques The Social Environment A project A "product" or "service". creates or modifies changes Figure 2 ...
... influence the cost and quality of influences the development of delivers benefits to SYSTEM BOUNDARY An Enterprise Practices and techniques The Social Environment A project A "product" or "service". creates or modifies changes Figure 2 ...
23. lappuse
... influence on this work is that by Morris (1994), although the four broad periods that will be considered below, along with the project management legacy from each of them, are not those used by him. Chapter 1 1.4.1 Projects in a pre ...
... influence on this work is that by Morris (1994), although the four broad periods that will be considered below, along with the project management legacy from each of them, are not those used by him. Chapter 1 1.4.1 Projects in a pre ...
27. lappuse
... influence, the former on the “art” of management and the latter on the development of “scientific techniques”. Not only did many of the thought constructs emerge that underpin modern management practice (it is not uncommon to find text ...
... influence, the former on the “art” of management and the latter on the development of “scientific techniques”. Not only did many of the thought constructs emerge that underpin modern management practice (it is not uncommon to find text ...
40. lappuse
... influence on project performance? 6) How can metrics that are relevant to determinative practices or processes be incorporated into useful predictive models? 1.7. Conclusion. Projects are a basic element of human endeavour. They have a ...
... influence on project performance? 6) How can metrics that are relevant to determinative practices or processes be incorporated into useful predictive models? 1.7. Conclusion. Projects are a basic element of human endeavour. They have a ...
Saturs
19 | |
22 | |
37 | |
44 | |
47 | |
49 | |
Systemic relationships in the project managers worldview | 90 |
Gaps in the systemic worldview | 91 |
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 |
Bieži izmantoti vārdi un frāzes
achieve action activities actual analysis answers Appendix applied approach appropriate aspects benefits carried Chapter collection companies compared completion concepts Construction continuous contract corporate cost create cycle database defined definition deliver described discussion document effective elements enterprises environment EPCM established Estimating existing factors Figure follows further goals human identified implementation important improvement individual industries influence Integration International involved knowledge learning means measures method methodology nature objectives operations organisation Organization particular parties planning predictability present Procure product or service programme project management practices project performance project team questions referred relationships requirements responsibility risk schedule scope scores shows significant specific strategy structure success Systems Table Technical techniques theory tool topics types whole workshop worldview
Populāri fragmenti
105. lappuse - The initial stage, the act of conceiving or inventing a theory, seems to me neither to call for logical analysis nor to be susceptible of it. The question how it happens that a new idea occurs to a man — whether it is a musical theme, a dramatic conflict, or a scientific theory — may be of great interest to empirical psychology; but it is irrelevant to the logical analysis of scientific knowledge.
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Atsauces uz šo grāmatu
The Story of Managing Projects: An Interdisciplinary Approach Elias G. Carayannis,Young Hoon Kwak,Frank T. Anbari Priekšskatījums nav pieejams - 2005 |