The Experts below are selected from a list of 78759 Experts worldwide ranked by ideXlab platform
Chris Procter - One of the best experts on this subject based on the ideXlab platform.
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florence duomo project 1420 1436 learning best project management practice from history
International Journal of Project Management, 2014Co-Authors: Mark Kozakholland, Chris ProcterAbstract:This paper narrates the project management of the construction of the Florence Duomo by Filippo Brunelleschi in the fifteenth century. This was the most significant dome project in Europe in 1300 years, and possibly the most significant, innovative and complex project of the Renaissance era (Colombo and Lanzavecchia, 1997). It still stands as the largest brick dome ever built. In order to achieve what seemed technically impossible at the time, Brunelleschi researched and adapted the construction and project management of the Pantheon in Rome in the second century. The paper allows us in turn to learn both product and process innovation from this case study, both of which are essential to contemporary project management practice. The case is valuable in understanding key drivers of project management success, and illustrates the substantial potential for learning, and therefore knowledge transfer, from previous historical projects and experiences.
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Florence Duomo project (1420–1436): Learning best project management practice from history
International Journal of Project Management, 2014Co-Authors: Mark Kozak-holland, Chris ProcterAbstract:This paper narrates the project management of the construction of the Florence Duomo by Filippo Brunelleschi in the fifteenth century. This was the most significant dome project in Europe in 1300 years, and possibly the most significant, innovative and complex project of the Renaissance era (Colombo and Lanzavecchia, 1997). It still stands as the largest brick dome ever built. In order to achieve what seemed technically impossible at the time, Brunelleschi researched and adapted the construction and project management of the Pantheon in Rome in the second century. The paper allows us in turn to learn both product and process innovation from this case study, both of which are essential to contemporary project management practice. The case is valuable in understanding key drivers of project management success, and illustrates the substantial potential for learning, and therefore knowledge transfer, from previous historical projects and experiences.
Hisham Almharmah - One of the best experts on this subject based on the ideXlab platform.
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project management practice by the public sector in a developing country
International Journal of Project Management, 2000Co-Authors: Ghaleb Y Abbasi, Hisham AlmharmahAbstract:Abstract The use of project management (PM) in developing countries is becoming an important issue in implementing modern projects. This paper is aimed at exploring the PM tools and techniques used by the public sector in Jordan, which is a developing country with a rapidly growing economy. The PM phases and tools were presented. A survey was conducted for the major fifty industrial public firms in Jordan, and statistically analyzed to identify the use of PM tools and techniques. Also, the obstacles to proper implementation of such tools were presented. Benefits and drawbacks of the use of these techniques were discussed. In conclusion, more effort should be spent on training, planning, resource leveling, cost estimation, corrective plans, and standardization.
Nicole Haggerty - One of the best experts on this subject based on the ideXlab platform.
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AMCIS - Developing Imbrications: A New Lens for Understanding project management practice
2017Co-Authors: Sampath Bemgal, Nicole HaggertyAbstract:As long as project failure rates are high, project management research remains an important research avenue for exploration. After decades of study we may have reached the limits of understanding with our current lenses – while small projects have higher success, larger projects remain extremely vulnerable to failure (Hastie and Wojewoda, 2015). The objective of this paper is to explore a new lens for understanding project management practice: the concept of imbrications as developed in sociomaterial perspective. Re-conceptualizing IT projects as locations for building imbrications allows us to theorize about how imbrications are built during the interplay of social agencies (such as carried out in project tasks and control activities) with material agencies (the developing technology and its features). We hope this theoretical contribution to IT project management research provides richer explanatory mechanisms with which, we can understand how to achieve IT project success.
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developing imbrications a new lens for understanding project management practice
Americas Conference on Information Systems, 2017Co-Authors: Sampath Bemgal, Nicole HaggertyAbstract:As long as project failure rates are high, project management research remains an important research avenue for exploration. After decades of study we may have reached the limits of understanding with our current lenses – while small projects have higher success, larger projects remain extremely vulnerable to failure (Hastie and Wojewoda, 2015). The objective of this paper is to explore a new lens for understanding project management practice: the concept of imbrications as developed in sociomaterial perspective. Re-conceptualizing IT projects as locations for building imbrications allows us to theorize about how imbrications are built during the interplay of social agencies (such as carried out in project tasks and control activities) with material agencies (the developing technology and its features). We hope this theoretical contribution to IT project management research provides richer explanatory mechanisms with which, we can understand how to achieve IT project success.
Gita Mathur - One of the best experts on this subject based on the ideXlab platform.
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Bridging situated learning theory to the resource‐based view of project management
International Journal of Managing Projects in Business, 2013Co-Authors: Kam Jugdev, Gita MathurAbstract:Purpose – This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.Design/methodology/approach – The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.Findings – The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.Research limitations/implications – This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there rem...
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bridging situated learning theory to the resource based view of project management
International Journal of Managing Projects in Business, 2013Co-Authors: Kam Jugdev, Gita MathurAbstract:Purpose – This paper aims to present a high‐level conceptual framework to strengthen the conceptual bridge between project management and workplace learning by applying situated learning theory to project management practice to guide shared learning within and between projects.Design/methodology/approach – The paper bridges situated learning theory from the workplace learning literature and the resource‐based view (RBV) of project management from the strategic management literature, using them as lenses to view two learning mechanisms in the project management domain, project reviews and communities of practices.Findings – The paper finds that situated learning theory can be applied to project management to highlight processes that enable capability development through shared project learning.Research limitations/implications – This paper is conceptual in nature and intended to make a case for empirical research that draws on workplace learning literature which is useful to project management as there rem...
Stephen Ward - One of the best experts on this subject based on the ideXlab platform.
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improving and embedding project management practice in organisations a qualitative study
International Journal of Project Management, 2015Co-Authors: Gabriela Fernandes, Stephen Ward, Madalena AraujoAbstract:Abstract This paper describes the results of a qualitative study to develop a framework to help organisations to embed useful project management improvement initiatives (PMIIs), which specifically aimed to identify key PMIIs and key embedding factors, based upon the circumstances encountered in different organisations. While the literature on PM provides some advice about PMIIs, understanding how to facilitate their embedment appears to be limited. However, research reported in the innovation literature provides a useful preliminary set of salient factors. A first attempt at framework conceptualisation based on a literature review was used as a starting point for exploratory empirical research. A series of thirty semi-structured interviews with PM professionals sought to identify additional PMIIs and embedding factors and check its salience. Analysis of the interviews data led to a framework comprising key 15 PMIIs and 26 key embedding factors, grouped into four improving themes and six embedding themes.
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perceptions of different stakeholders on improving and embedding project management practice in organisations
Procedia Technology, 2014Co-Authors: Gabriela Fernandes, Stephen Ward, Madalena Araujo, Isabel F Loureiro, Ana Cristina BragaAbstract:Abstract A conceptual framework gathering current knowledge on embedding useful project management improvement initiatives (PMIIs) was developed from an exploratory study. The framework provides guidance to organisations interested in increasing their performance in the management of projects. This paper describes how the identified key PMIIs and key embedding factors in the framework are dependent on the organisational stakeholders’ characteristics, namely primary role, PM experience, level of education, gender and age. A sample of 793 questionnaire responses from PM professionals worldwide is used. The sample size and the diversity of contexts in which the respondents are working, renders the analysis easier and more reliable. More specifically, using Principal Component Analysis and ANOVA Analysis the research identifies patterns on how different stakeholders see the improvement and embedment of PM practice in organisations.
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fundamental uncertainties in projects and the scope of project management
International Journal of Project Management, 2006Co-Authors: Roger Atkinson, Lynn Crawford, Stephen WardAbstract:This paper builds on discussions that took place over a series of meetings in the UK of the Rethinking project management Network. The management of uncertainty is seen as a necessary condition for effective project management. Sources of uncertainty are wide ranging and have a fundamental effect on projects and project management. These sources are not confined to potential events, and include lack of information, ambiguity, characteristics of project parties, tradeoffs between trust and control mechanisms, and varying agendas in different stages of the project life cycle. Common project management practice does not address many fundamental sources of uncertainty, particularly in ‘soft’ projects where flexibility and tolerance of vagueness are necessary. More sophisticated efforts to recognise and manage important sources of uncertainty are needed. Such efforts need to encompass organisational capabilities, including some aspects of organisation culture and learning.
