Strategic Cost Management for Construction Project Success : A Systematic Studycivej
Large construction projects are inherently complex and dynamic. Many projects start with good ideas,
huge investments and great efforts. However, most of them do not achieve much success. A major
contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage. The
objective of the research is to explicitly declare the scope of the research to by considering only the scope,
time, cost and quality as process success parameters and how specifically the cost element would influence
the project success when all other elements or factors other than cost are represented in terms of cost
factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on
applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of
project success when allowing to properly distributing the meaning of customer profitability to the project
providers (project owner and contractors).
The document summarizes a study that analyzes the interactions between project planning quality, goal changes, plan changes, and project success using a sample of 448 projects. The main findings are that while project planning quality has a positive effect on success, this effect is overridden by the negative impact of goal changes. The combined negative effect of goal and plan changes is stronger than the positive effect of planning quality. The study aims to better understand how changes impact project management success.
This document discusses complexity in projects and how planning strategies can address uncertainty arising from complexity. It develops a classification of project complexity based on theoretical insights about complexity. It identifies strategies used in project planning to address complexity-related uncertainties, such as knowledge production processes and organizational forms. The document theorizes how these strategies interact with complexity factors to impact project performance, and tests these relationships using survey data from 81 complex projects. The results indicate that complexity does not have a straightforward influence on performance, and that some planning strategies can interact with complexity factors to positively impact project completion, innovation, and operational performance when matched to the specific complexities.
A REVIEW ON FACTORS INFLUENCING CONSTRUCTION PROJECT SCHEDULINGIAEME Publication
Construction scheduling is a complex and challenging task demanding an in depth
expertise. Consideration of several factors, their influences and likely impact on the
schedule need a thorough understanding. It is mostly experience based knowledge in
the form of heuristics, available with the experienced schedulers. In this connection
this study mainly discusses the factors influencing construction scheduling and
techniques through a comparative study of various international construction
projects. About 40 relevant articles published over the last 25 years have been
reviewed. However, each and every limited formalized knowledge is available in
theoretical form, which is interesting to many researchers for many decades, a
comprehensive research is made and a comparative study on the literatures was
carried out and presented in this paper. The main aim of the paper is to highlight the
major factors which are to be mainly considered for the successful completion of the
project.
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
This document summarizes research on the competencies and attributes required for success as a construction superintendent. Interviews were conducted with 14 superintendents. The top 5 ranked competencies were: oral communication, leadership, scheduling, strong values and ethics, and ability to plan ahead. The research found that superintendents now have more responsibility for project documentation and computer skills. Colleges can help develop the skills needed to be a successful superintendent.
Project Management: Alignment at the topDavid Davis
This case study investigated how alignment among top management impacts project success. A survey of employees at a federal agency found a lack of alignment between project sponsors, executives, and program managers regarding project priorities and commitment. Project sponsors viewed the lack of alignment among top leadership as one of the greatest risks to project success. While projects had well-defined scopes approved by top management, alignment deteriorated during implementation. The study highlights that even with management support during planning, ongoing alignment among upper management is critical for project success. Project managers must be politically adept at identifying and addressing misalignment among senior leadership that could hinder their projects.
Strategic Cost Management for Construction Project Success : A Systematic Studycivej
Large construction projects are inherently complex and dynamic. Many projects start with good ideas,
huge investments and great efforts. However, most of them do not achieve much success. A major
contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage. The
objective of the research is to explicitly declare the scope of the research to by considering only the scope,
time, cost and quality as process success parameters and how specifically the cost element would influence
the project success when all other elements or factors other than cost are represented in terms of cost
factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on
applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of
project success when allowing to properly distributing the meaning of customer profitability to the project
providers (project owner and contractors).
The document summarizes a study that analyzes the interactions between project planning quality, goal changes, plan changes, and project success using a sample of 448 projects. The main findings are that while project planning quality has a positive effect on success, this effect is overridden by the negative impact of goal changes. The combined negative effect of goal and plan changes is stronger than the positive effect of planning quality. The study aims to better understand how changes impact project management success.
This document discusses complexity in projects and how planning strategies can address uncertainty arising from complexity. It develops a classification of project complexity based on theoretical insights about complexity. It identifies strategies used in project planning to address complexity-related uncertainties, such as knowledge production processes and organizational forms. The document theorizes how these strategies interact with complexity factors to impact project performance, and tests these relationships using survey data from 81 complex projects. The results indicate that complexity does not have a straightforward influence on performance, and that some planning strategies can interact with complexity factors to positively impact project completion, innovation, and operational performance when matched to the specific complexities.
A REVIEW ON FACTORS INFLUENCING CONSTRUCTION PROJECT SCHEDULINGIAEME Publication
Construction scheduling is a complex and challenging task demanding an in depth
expertise. Consideration of several factors, their influences and likely impact on the
schedule need a thorough understanding. It is mostly experience based knowledge in
the form of heuristics, available with the experienced schedulers. In this connection
this study mainly discusses the factors influencing construction scheduling and
techniques through a comparative study of various international construction
projects. About 40 relevant articles published over the last 25 years have been
reviewed. However, each and every limited formalized knowledge is available in
theoretical form, which is interesting to many researchers for many decades, a
comprehensive research is made and a comparative study on the literatures was
carried out and presented in this paper. The main aim of the paper is to highlight the
major factors which are to be mainly considered for the successful completion of the
project.
We started this Academic Writing Help in the year 2011.Writekraft Research & Publication: www.writekraft.com 1000s of students have graduated across the globe from our in-depth research.
We help students with the following services:
1. Thesis Writing (from 50 pages and above)
2. Dissertation writing
3. Research Writing for Publishing
4. Data Analysis
5. Research Proposal Writing
6. Study Plan
7. Plagiarism Report
Contact us at shivam.writekraft@gmail OR call us on +917753818181, +919838033084
The charges are fair and we allow negotiations as per the student’s budget. You can also inbox me for more direction.
This document summarizes research on the competencies and attributes required for success as a construction superintendent. Interviews were conducted with 14 superintendents. The top 5 ranked competencies were: oral communication, leadership, scheduling, strong values and ethics, and ability to plan ahead. The research found that superintendents now have more responsibility for project documentation and computer skills. Colleges can help develop the skills needed to be a successful superintendent.
Project Management: Alignment at the topDavid Davis
This case study investigated how alignment among top management impacts project success. A survey of employees at a federal agency found a lack of alignment between project sponsors, executives, and program managers regarding project priorities and commitment. Project sponsors viewed the lack of alignment among top leadership as one of the greatest risks to project success. While projects had well-defined scopes approved by top management, alignment deteriorated during implementation. The study highlights that even with management support during planning, ongoing alignment among upper management is critical for project success. Project managers must be politically adept at identifying and addressing misalignment among senior leadership that could hinder their projects.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
The document summarizes a study on planning and scheduling a building project in India using Microsoft Project software compared to traditional methods. The study:
1) Analyzed scheduling techniques using network models like critical path method to visualize project activities and dependencies.
2) Found that using Microsoft Project to reschedule activities by reducing parallel tasks duration resulted in shorter total project duration compared to traditional methods.
3) Noted Microsoft Project allowed defining worker calendars and fixed work times to ease workload while respecting holidays, improving labor conditions.
4) Determined proper resource allocation in Microsoft Project reduced overall project costs compared to traditional scheduling approaches.
Towards Innovate Methods of Construction Cost Management and Controlcivej
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
The document discusses best practices in project management. It identifies several factors that contribute to project success or failure, including planning and estimation, implementation, and human factors. Specifically, it finds that inappropriate use of project planning and scheduling methodology is the major cause of project failure. Successful projects showed good technical skills from project managers, while failed projects showed only fair skills. Key factors for failed projects include lack of user input, incomplete requirements, and changing requirements. The document emphasizes the importance of proper planning, user involvement, clear requirements, and project manager skills for project success.
This study examines how managing client expectations through a process of client expectation alignment impacts project success. The researchers define client expectation alignment as processes to involve clients in expressing, setting, and adjusting expectations. Based on a survey of 206 projects, the study finds that client expectation alignment reduces goal changes and increases client support, both of which positively impact project success. Key factors that facilitate expectation alignment are client competence, project team competence, and the project manager's decision authority. The results suggest project managers should focus on the mechanics of achieving client expectation alignment to improve project outcomes.
An Overview: Critical Factors Affecting The Success of Construction Project i...IRJET Journal
This document summarizes research on critical factors affecting the success of construction projects in Gwalior, India. It reviews literature that has identified various critical factors. The main objective is to identify the most important factors that could impact project performance. Previous studies have proposed factors such as cost, quality, time, safety, disputes, client and contractor related issues. The literature review examines research from other countries and regions that also investigated critical success factors. The document aims to understand these factors in the Indian context of Gwalior to help improve project management and outcomes.
Context statement establishes the project's external framework and environment. The context statement defines the role of the project within organisational strategy and its contribution to organisation’s goals and objectives.
RISK MANAGEMENT IN CONSTRUCTION PROJECTS AS PER INDIAN SCENARIOIAEME Publication
Construction industry is highly risk prone, with complex and dynamic project
environments creating an atmosphere of high uncertainty and risk. The industry is
vulnerable to various technical, sociopolitical and business risks. The track record
to cope with these risks has not been very good in construction industry. As a
result, the people working in the industry bear various failures, such as, failure of
abiding by quality and operational requirements, cost overruns and uncertain delays
in project completion. In light of this, it can be said that an effective systems of risk
assessment and management for construction industry remains a challenging task
for the industry practitioners. The aim of the this research is to identify and evaluate
current risks and uncertainties in the construction industry through extensive
literature survey and aims to make a basis for future studies for development of a
risk management framework to be adopted by prospective investors, developers and
contractors
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
Applicability of heuristic approach in planning and scheduling projectAlexander Decker
This document discusses applying heuristic approaches to planning and scheduling projects. It begins by defining projects and the importance of planning and scheduling resources. It then reviews different heuristic rules that have been used and compares their effectiveness. The document proposes using earliest finish time and total float as a heuristic rule for this work. It develops a mathematical formulation to calculate resource ceilings and project cash flows. The formulation is used in a computer program to allocate resources with the goal of minimizing resource utilization while meeting deadlines. The program calculates resource usage, utilization, weighted utilization and a "constraining index" to identify the most constrained resources.
Project management tools and techniques- tutorsindia.comTutors India
In this topic, we have discussed the project management tools and techniques. The present article helps the USA, the UK, Europe and the Australian students pursuing their master’s degree to identify the best project management tools and techniques, which are usually considered to be challenging. Tutors India offers UK dissertation in various Domains.
When you Order any reflective report at Tutors India, we promise you the following
Plagiarism free
Always on Time
Outstanding customer support
Written to Standard
Unlimited Revisions support
High-quality Subject Matter Experts.
Contact:
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Email: info@tutorsindia.com
United Kingdom: +44-1143520021
India: +91-4448137070
Whatsapp Number: +91-8754446690
Reference: http://bit.ly/2v6tBB6
study on project analysis through critical path methodrahul waghmare
This case study analyzes projects using the Critical Path Method (CPM) to determine the longest sequence of tasks with the least slack. CPM is a technique for analyzing projects through a project network to help ensure projects are completed on time. The study also examines the advantages and disadvantages of CPM and the Critical Chain Method (CCM), and how they can be used together to complement each other for effective project management. The importance of understanding critical paths and factors that can impact projects is discussed.
This document discusses risk management, cost control, and communication in construction projects. It describes how risk management involves identifying, assessing, and treating risks through various models and communication is key. It also explains that cost control is important for meeting project goals and involves establishing budgets, monitoring costs, and controlling changes. Effective risk management, cost control, and communication are important for construction project success.
Project management is still poorly understood by many man- agers who have managed projects using only a seat- the- of- pants approach.I can say with absolute confidence that proper project management gets results that the unstructured approach won’t achieve!
The document discusses project management challenges, specifically related to changes, and how Fluor developed a system dynamics model-based "Change Impact Assessment" system to help address these challenges. Key points:
- Changes are a major cause of cost overruns and schedule delays on projects, but traditional change management systems ignore secondary impacts of changes.
- Fluor implemented a system dynamics model tailored for each project to analyze how changes could impact costs and schedules, and to test mitigation strategies.
- This "Change Impact Assessment" system has been used on over 100 Fluor projects globally, saving Fluor and its clients over $1.3 billion to date. The model and process have been successfully adopted within the organization.
1. The chapter discusses project planning, including defining the work breakdown structure (WBS), project activities, logical relationships between activities, activity durations and costs.
2. Planning involves breaking down a project into definable tasks and establishing logical dependencies between tasks. It answers what work needs to be done, how to do it, and who will do it.
3. Effective planning requires generating a WBS to list all activities, determining activity sequences and relationships, and estimating activity time, cost and resource needs.
A Study on Risk Assessment in Construction ProjectsIJMER
Risks are very common in construction sector. Risk management includes identifying risks,
assessing risks either quantitatively or qualitatively, choosing the appropriate method for handling the
risks, and then monitoring and documenting risks. By identifying risks in an early stage of planning and
assessing their relative importance, project managers can identify methods used to reduce risks and
allocate the best people to mitigate them. Thus, this research focuses on risk identification, as opposed
to other processes of risk management. "Brain-storming sessions" is the most popular method used
frequently to identify the risks in projects as deduced from a questionnaire survey from participants in
large construction projects. Time and cost management need to be fully integrated with the
identification process. Time constraints and project managers with sufficient experience are critical
when identifying the level of risk for large and/or complex projects. The most considerable types of risk
in construction projects are financial risks, construction risks, and demand or product risks
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects as powerful strategic weapons when initiated create economic value and competitive advantage. The objective of the research is to explicitly declare the scope of the research to by considering only the scope, time, cost and quality as process success parameters and how specifically the cost element would influence the project success when all other elements or factors other than cost are represented in terms of cost factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of project success when allowing to properly distributing the meaning of customer profitability to the project providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage.
How to Effectively Manage IT Project Risks Bradley Susser
The document discusses common reasons why IT projects fail and how to effectively manage project risks. It begins with a brief history of project management and discusses early contributors like Taylor and Gantt. It then reviews literature on project failure rates. Common reasons for failure include unclear requirements, lack of stakeholder involvement, unrealistic budgets and schedules, and not following proven methodologies. The document advocates applying the six processes of project risk management and COSO's enterprise risk management framework to improve success rates.
The document summarizes a study on planning and scheduling a building project in India using Microsoft Project software compared to traditional methods. The study:
1) Analyzed scheduling techniques using network models like critical path method to visualize project activities and dependencies.
2) Found that using Microsoft Project to reschedule activities by reducing parallel tasks duration resulted in shorter total project duration compared to traditional methods.
3) Noted Microsoft Project allowed defining worker calendars and fixed work times to ease workload while respecting holidays, improving labor conditions.
4) Determined proper resource allocation in Microsoft Project reduced overall project costs compared to traditional scheduling approaches.
Towards Innovate Methods of Construction Cost Management and Controlcivej
Project cost is one of the three main challenges for the construction manager, where the success of a
project is judged by meeting the criteria of cost with budget, schedule on time, and quality as specified by
the owner. Many projects experience extensive delays and thereby exceed initial time and cost estimate.
Available information, good estimating practice and experienced personnel are some of the factors found
to have considerable impact on estimation accuracy. The successful execution of construction projects and
keeping them within estimated cost and prescribed schedules depend on a methodology that requires sound
engineering judgment. So the research aim is to conduct research study and process of exploring the
existing model related to above three types of estimate and their contribution to civil engineering cost
management and control especially getting motivated with the verification and validation component of
CRASP methodology. The objective of this paper or scope of this research in this paper is to conduct
literature study and review towards exploring innovative techniques such as Artificial Intelligence
Techniques or Expert System Techniques available and applicable to make decision making or decision
support regarding construction cost management and control at three levels: (i) before the actual civil
engineering project design begins (ii) after detailed design but before execution and (iii) during project
execution
This paper was presented at the Hawaii International Conference on Systems Sciences in Waikoloa, Hawaii, Jan. 5-8, 2009. It describes a proposal for empirical research into project management practices that determine success or failure of I.T.-intensive projects.
The document discusses best practices in project management. It identifies several factors that contribute to project success or failure, including planning and estimation, implementation, and human factors. Specifically, it finds that inappropriate use of project planning and scheduling methodology is the major cause of project failure. Successful projects showed good technical skills from project managers, while failed projects showed only fair skills. Key factors for failed projects include lack of user input, incomplete requirements, and changing requirements. The document emphasizes the importance of proper planning, user involvement, clear requirements, and project manager skills for project success.
This study examines how managing client expectations through a process of client expectation alignment impacts project success. The researchers define client expectation alignment as processes to involve clients in expressing, setting, and adjusting expectations. Based on a survey of 206 projects, the study finds that client expectation alignment reduces goal changes and increases client support, both of which positively impact project success. Key factors that facilitate expectation alignment are client competence, project team competence, and the project manager's decision authority. The results suggest project managers should focus on the mechanics of achieving client expectation alignment to improve project outcomes.
An Overview: Critical Factors Affecting The Success of Construction Project i...IRJET Journal
This document summarizes research on critical factors affecting the success of construction projects in Gwalior, India. It reviews literature that has identified various critical factors. The main objective is to identify the most important factors that could impact project performance. Previous studies have proposed factors such as cost, quality, time, safety, disputes, client and contractor related issues. The literature review examines research from other countries and regions that also investigated critical success factors. The document aims to understand these factors in the Indian context of Gwalior to help improve project management and outcomes.
Context statement establishes the project's external framework and environment. The context statement defines the role of the project within organisational strategy and its contribution to organisation’s goals and objectives.
RISK MANAGEMENT IN CONSTRUCTION PROJECTS AS PER INDIAN SCENARIOIAEME Publication
Construction industry is highly risk prone, with complex and dynamic project
environments creating an atmosphere of high uncertainty and risk. The industry is
vulnerable to various technical, sociopolitical and business risks. The track record
to cope with these risks has not been very good in construction industry. As a
result, the people working in the industry bear various failures, such as, failure of
abiding by quality and operational requirements, cost overruns and uncertain delays
in project completion. In light of this, it can be said that an effective systems of risk
assessment and management for construction industry remains a challenging task
for the industry practitioners. The aim of the this research is to identify and evaluate
current risks and uncertainties in the construction industry through extensive
literature survey and aims to make a basis for future studies for development of a
risk management framework to be adopted by prospective investors, developers and
contractors
This document discusses project success criteria for engineering and refurbishment projects at Eskom, a South African power utility. It conducted a survey of stakeholders to identify key success criteria. The survey found that while time, cost and quality were important, other factors like satisfying business goals, customer satisfaction, and impact on plant were rated as even more important. Different stakeholders had differing views, with clients prioritizing satisfying goals, customer satisfaction and impact, while project managers prioritized quality, time and cost. Most respondents felt that time, cost and quality were not the only important success criteria. The document concludes that multiple factors are important for measuring project success.
Applicability of heuristic approach in planning and scheduling projectAlexander Decker
This document discusses applying heuristic approaches to planning and scheduling projects. It begins by defining projects and the importance of planning and scheduling resources. It then reviews different heuristic rules that have been used and compares their effectiveness. The document proposes using earliest finish time and total float as a heuristic rule for this work. It develops a mathematical formulation to calculate resource ceilings and project cash flows. The formulation is used in a computer program to allocate resources with the goal of minimizing resource utilization while meeting deadlines. The program calculates resource usage, utilization, weighted utilization and a "constraining index" to identify the most constrained resources.
Project management tools and techniques- tutorsindia.comTutors India
In this topic, we have discussed the project management tools and techniques. The present article helps the USA, the UK, Europe and the Australian students pursuing their master’s degree to identify the best project management tools and techniques, which are usually considered to be challenging. Tutors India offers UK dissertation in various Domains.
When you Order any reflective report at Tutors India, we promise you the following
Plagiarism free
Always on Time
Outstanding customer support
Written to Standard
Unlimited Revisions support
High-quality Subject Matter Experts.
Contact:
Website: www.tutorsindia.com
Email: info@tutorsindia.com
United Kingdom: +44-1143520021
India: +91-4448137070
Whatsapp Number: +91-8754446690
Reference: http://bit.ly/2v6tBB6
study on project analysis through critical path methodrahul waghmare
This case study analyzes projects using the Critical Path Method (CPM) to determine the longest sequence of tasks with the least slack. CPM is a technique for analyzing projects through a project network to help ensure projects are completed on time. The study also examines the advantages and disadvantages of CPM and the Critical Chain Method (CCM), and how they can be used together to complement each other for effective project management. The importance of understanding critical paths and factors that can impact projects is discussed.
This document discusses risk management, cost control, and communication in construction projects. It describes how risk management involves identifying, assessing, and treating risks through various models and communication is key. It also explains that cost control is important for meeting project goals and involves establishing budgets, monitoring costs, and controlling changes. Effective risk management, cost control, and communication are important for construction project success.
Project management is still poorly understood by many man- agers who have managed projects using only a seat- the- of- pants approach.I can say with absolute confidence that proper project management gets results that the unstructured approach won’t achieve!
The document discusses project management challenges, specifically related to changes, and how Fluor developed a system dynamics model-based "Change Impact Assessment" system to help address these challenges. Key points:
- Changes are a major cause of cost overruns and schedule delays on projects, but traditional change management systems ignore secondary impacts of changes.
- Fluor implemented a system dynamics model tailored for each project to analyze how changes could impact costs and schedules, and to test mitigation strategies.
- This "Change Impact Assessment" system has been used on over 100 Fluor projects globally, saving Fluor and its clients over $1.3 billion to date. The model and process have been successfully adopted within the organization.
1. The chapter discusses project planning, including defining the work breakdown structure (WBS), project activities, logical relationships between activities, activity durations and costs.
2. Planning involves breaking down a project into definable tasks and establishing logical dependencies between tasks. It answers what work needs to be done, how to do it, and who will do it.
3. Effective planning requires generating a WBS to list all activities, determining activity sequences and relationships, and estimating activity time, cost and resource needs.
A Study on Risk Assessment in Construction ProjectsIJMER
Risks are very common in construction sector. Risk management includes identifying risks,
assessing risks either quantitatively or qualitatively, choosing the appropriate method for handling the
risks, and then monitoring and documenting risks. By identifying risks in an early stage of planning and
assessing their relative importance, project managers can identify methods used to reduce risks and
allocate the best people to mitigate them. Thus, this research focuses on risk identification, as opposed
to other processes of risk management. "Brain-storming sessions" is the most popular method used
frequently to identify the risks in projects as deduced from a questionnaire survey from participants in
large construction projects. Time and cost management need to be fully integrated with the
identification process. Time constraints and project managers with sufficient experience are critical
when identifying the level of risk for large and/or complex projects. The most considerable types of risk
in construction projects are financial risks, construction risks, and demand or product risks
This document discusses different organizational models for project management: functional, pure project, and matrix.
The functional model involves projects being managed within existing functional departments, allowing flexibility in staffing but risking that projects are not the primary focus.
The pure project model makes projects independent from the main organization, giving full responsibility and authority to project managers but risking duplication of resources across multiple projects.
The matrix model aims to combine advantages of the functional and pure project models by drawing on existing departments' expertise while also giving projects dedicated resources and leadership. It represents a middle ground between the two extremes.
Success in information technology (IT) projects remains elusive even after decades of efforts to improve it. Most of these efforts have focused on variations of the traditional project management paradigm as promulgated by Project Management Body of Knowledge (PMBOK). We suspected that a potential cause of high IT project failure is with the paradigm, which focuses on the project itself and on meeting time and cost targets. A new paradigm called Value-Driven Change Leadership (VDCL) originated from discussions of a panel of project management experts. This paper briefly describes the principles of that new paradigm. It also reports the results from a survey of four project managers on the association between project success and management principles from VDCL and PMBOK.
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects as powerful strategic weapons when initiated create economic value and competitive advantage. The objective of the research is to explicitly declare the scope of the research to by considering only the scope, time, cost and quality as process success parameters and how specifically the cost element would influence the project success when all other elements or factors other than cost are represented in terms of cost factor along with the contract conditions as basic rules or constraints that drive the strategic cost based on applying the CRASP methodology concept. The concept of benchmarking would provide right meaning of project success when allowing to properly distributing the meaning of customer profitability to the project providers (project owner and contractors).
STRATEGIC COST MANAGEMENT FOR CONSTRUCTION PROJECT SUCCESS: A SYSTEMATIC STUDYcivejjour
Large construction projects are inherently complex and dynamic. Many projects start with good ideas, huge investments and great efforts. However, most of them do not achieve much success. A major contribution to unsuccessful projects is the lack of understanding on scope, time, cost and quality. Projects
as powerful strategic weapons when initiated create economic value and competitive advantage.
This document discusses factors critical to project success and failure. It analyzes the New Growth Factory project at Procter & Gamble as a successful project and the US Coast Guard's 123-Foot Patrol Boat project as a failed project. Three key critical success factors are identified: external influence, the project manager, and scope, schedule, and budget. For the New Growth Factory, strong organizational support and an effective project manager helped ensure success, while insufficient funding and oversight led to the patrol boat project's failure. Lessons learned from both cases can help improve future project outcomes.
Critical Success Factors of Sustainable Research Paper.pdfEngr_Emad Khan
This document discusses critical success factors for sustainable project management in China Pakistan Economic Corridor projects in Pakistan. It first provides background on sustainable project management and discusses previous research identifying factors important for project success. It then describes the methodology used to identify critical success factors, which involved a literature review, survey of 51 experts from Chinese firms working on CPEC projects, and statistical analysis of the survey results. The analysis identified three critical success factors for sustainable project management: project organization structure, project competitive strategy, and project description. The document concludes that incorporating these critical success factors can help construction companies better manage projects and improve outcomes.
This document summarizes a research paper that assessed the influence of project management competence on managing the triple constraint (scope, time and cost) of projects in Nairobi, Kenya. The study found that project managers with more experience did not manage the triple constraint better than less experienced managers. It also found that project managers with professional certification did not manage the triple constraint better than those without certification. The document provides background on project management challenges in Kenya and defines the triple constraint and competence theory used in the research.
Journal of IT and Economic Development 6(1), 1-15, April 2015 karenahmanny4c
Journal of IT and Economic Development 6(1), 1-15, April 2015 1
Project Planning and Best Practices
Mark Allen, Jason McLees, Crystal Richardson, Dedrick Waterford
Project Management program, Drexel University, Philadelphia, PA, USA
[email protected], [email protected], [email protected], [email protected]
Abstract
Successful organizations incorporate project planning and best practices into their business
models. Such organizations use project planning and best practices to ensure they are being the
most efficient, effective, and sustainable they can be. The Project Planning and Best Practices
study documents the project planning process; defines the key elements of the usual project plan
and risks associated with not addressing each element appropriately; and offers some industry best
practices to mitigate those risks. The high tempo of most contemporary, professional projects
engenders a demanding environment that allows little margin for failure to mitigate these risks.
The study’s methodology included major books, an on-line article, and a personal interview on
project management, project planning, and industry best practices as well as the authors’ own
professional experiences at NASA, the U.S. Army, the U.S. Coast Guard, and Computer Sciences
Corporation. It referenced internationally accepted resources and practices that are readily
available to aspiring project managers. Further, it examined risks of not addressing the planning
process and not implementing best practices within an organization. The study determined that
virtually every step in professional project management includes project planning, and that the key
elements of a project plan include project requirements; project management; project schedules;
facility requirements; logistic support; financial support; and manpower and organization. Failure
to effectively address each of these elements invites risk that can lead to project failure. After
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Journal of IT and Economic Development 6(1), 1-15, April 2015 2
studying this paper, the reader should have a clear understanding of how to properly plan a project
and use best practices.
Keywords: Project Planning, Best Practices, Project Management, Project Management Body of
Knowledge (PMBOK), Project Management Institute (PMI)
Introduction
The objective of this study is to document the project planning process and best practices.
The background includes the following elements. This topic was selected for its high potential to
assist the reader with project selection and key elements of project management to achieve greater
levels of organizational efficiency, effectiveness, and sustainability. The most effective project
work is disciplined and aligned with corporate strategy. The study’s scope includes the key
elements of the usual pro ...
Journal of IT and Economic Development 6(1), 1-15, April 2015 .docxpriestmanmable
Journal of IT and Economic Development 6(1), 1-15, April 2015 1
Project Planning and Best Practices
Mark Allen, Jason McLees, Crystal Richardson, Dedrick Waterford
Project Management program, Drexel University, Philadelphia, PA, USA
[email protected], [email protected], [email protected], [email protected]
Abstract
Successful organizations incorporate project planning and best practices into their business
models. Such organizations use project planning and best practices to ensure they are being the
most efficient, effective, and sustainable they can be. The Project Planning and Best Practices
study documents the project planning process; defines the key elements of the usual project plan
and risks associated with not addressing each element appropriately; and offers some industry best
practices to mitigate those risks. The high tempo of most contemporary, professional projects
engenders a demanding environment that allows little margin for failure to mitigate these risks.
The study’s methodology included major books, an on-line article, and a personal interview on
project management, project planning, and industry best practices as well as the authors’ own
professional experiences at NASA, the U.S. Army, the U.S. Coast Guard, and Computer Sciences
Corporation. It referenced internationally accepted resources and practices that are readily
available to aspiring project managers. Further, it examined risks of not addressing the planning
process and not implementing best practices within an organization. The study determined that
virtually every step in professional project management includes project planning, and that the key
elements of a project plan include project requirements; project management; project schedules;
facility requirements; logistic support; financial support; and manpower and organization. Failure
to effectively address each of these elements invites risk that can lead to project failure. After
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Journal of IT and Economic Development 6(1), 1-15, April 2015 2
studying this paper, the reader should have a clear understanding of how to properly plan a project
and use best practices.
Keywords: Project Planning, Best Practices, Project Management, Project Management Body of
Knowledge (PMBOK), Project Management Institute (PMI)
Introduction
The objective of this study is to document the project planning process and best practices.
The background includes the following elements. This topic was selected for its high potential to
assist the reader with project selection and key elements of project management to achieve greater
levels of organizational efficiency, effectiveness, and sustainability. The most effective project
work is disciplined and aligned with corporate strategy. The study’s scope includes the key
elements of the usual pro ...
Reducing i.t. project management failures adib chehadeAdib Chehade
This is an empirical research that aims at determining the role of project management leaders in reducing failure rates. Studies have revealed that I.T. projects have higher failure rates because either project manager or leaders lack the necessary experience required to handle such projects. The question of what constitutes project success or failure has been an issue of debate among I.T. project managers. In addition, the high rate of globalization and technological changes has played part in most failures because leaders do not manage to cope with changing situations. Traditional methods of project management have been passed by time and project leaders should focus on implementing the current technologies (Project Management Institute
An Investigation Into Project Team Dynamics And The Utilization Of Virtual En...Addison Coleman
This document summarizes a research study that investigated project team dynamics and the use of virtual environments. It reviewed literature related to factors that influence project team performance, such as clear goals, support from management, and effective communication. It also discussed challenges that virtual teams face related to communication, culture, technology, and project management. The study concluded that virtual teams require new skills and different management strategies compared to traditional colocated teams.
Effect of the learning support and the use of project management toolsAlexander Decker
This study examined the effect of learning support and use of project management tools on project success in Pakistan. The study found:
1) Learning support has a positive significant effect on the use of project management tools.
2) The use of project management tools has a positive significant effect on project success.
3) The use of project management tools partially mediates the relationship between learning support and project success.
Mustafa Degerli - 2010 - Annotated Bibliography - IS 720 Research Methods in ...Dr. Mustafa Değerli
This document provides annotations for 10 research papers related to project management and information systems. The papers cover a range of topics including the evolving role of the Chief Information Officer over 25 years, different types of Project Management Offices, integrating project knowledge, assessing maturity levels in project management across industries, examining Project Management Offices as organizational innovations, and factors that contribute to effective project management. The annotations provide brief summaries of each paper's purpose and conclusions.
Influence of Leadership Traits on Team Performance as Correlates of Success i...civej
This document summarizes a research study that assessed the influence of leadership traits on team performance and project success in the construction industry in Nigeria. The study evaluated 12 collaborative leadership traits and their impact on team spirit and satisfaction, which were used as measures of team performance. A survey was conducted with 172 professionals from 42 large construction projects. The results showed that collaborative leadership traits highly promoted team spirit factors like involvement, communication and commitment. The traits also had an average influence on other team spirit factors like self-confidence, loyalty and consultation. The study helps advance understanding of effective leadership traits for successful project delivery in the Nigerian research environment.
INFLUENCE OF LEADERSHIP TRAITS ON TEAM PERFORMANCE AS CORRELATES OF SUCCESS I...civej
The project environment in Nigeria is shifting from traditional practice towards dispersed teams thereby
creating the need to understand leadership attributes that lead to successful project outcomes. This study
assessed the impact of leadership traits on team performance as correlates of success in construction
projects. Like many other management research, the study involve inferential survey. 172 participants
drawn from the different professions in the construction industry selected from 42 mega projects completed
in the last three years in south-south Nigeria were sampled. Twelve collaborative leadership traits drawn
from emotional, managerial competencies were tested against team performance and team spirit stimulants
from the literature. Mean item score was used to evaluate relevance of the traits to collaborative working
while hypotheses were tested using chi square. While the result of the study is not different from literature,
the far reaching implication is that, project team members’ satisfaction translates into successful projects.
Project management’s leadership quest to satisfy the project team must be guided towards collaboration.
The current result has advance significantly the understanding of team leadership attributes for the
research environment and further buttress the need to meet project participants’ mutual objectives for a
successful project.
RESEARCH ARTICLEMUTUAL UNDERSTANDING IN INFORMATION SYSTEM.docxrgladys1
1. The document describes a research study that examines how mutual understanding among stakeholders changes within and across information systems development projects.
2. It develops an initial model of how project planning and control mechanisms affect cognitive activities like sensegiving and sensemaking, which in turn influence mutual understanding and project success.
3. The study uses a longitudinal mixed-methods approach to analyze 13 projects over 10 years in order to understand how mutual understanding develops and changes both within and across projects.
Running head IMPLEMENTATION STRATEGIESIMPLEMENTATION STRATEGIES.docxcowinhelen
Running head: IMPLEMENTATION STRATEGIES
IMPLEMENTATION STRATEGIES 4
Implementation Strategies
Michael Boddie
Application Implementation
CMGT/445
Michael Goyden
December 11, 2017
Introduction
Project communication is very critical to the success of any project. It is also critical to key project management soft-skill. As a project manager, project communication is one deliverable that they are personally responsible for and it was of the largest influence over the failure or project success. There are main elements of project communications examples are project sponsors, customers, project team members, project manager, and project management office.
Project communication plan
The major objectives of a communication plan are; to encourage the use of project management best practices, ensure a consistent, give accurate and timely information about the project, and to promote and gain support for the project management improvements.
Table 1 below shows the target audience
Project stakeholders
Message
Delivery method
Delivery Frequency
Communicator
Project Sponsor
Project plans and status report
Meeting
Report sent via mail to project sponsor
Weekly
Project manager
Project core team
Project plans
Meeting
Weekly
Project manager
Executive management
Project briefing
Oral briefing and presentation of slides
Monthly
Biweekly
Project manager
Programmers
Project briefing
Oral briefing
Daily
Project manager
Users
Project status
Meeting and presentation slides
Weekly
Project manager
Communication message contents
A project plan shoes a guide of project execution and project control. Then document also shows approved scope of the project, the cost, and schedule. Project plans shows the current and future plans. The documents also shows project problems and issues. Project plan also shows planned project deliverables for the next period. The status report, keeps the key project stakeholders informed. It is shows status summary, status budget, status scope, accomplishment, issues, and project team members. Project briefing shows project issues and problems, it also shows goals of project management improvement, and project checklist (Project Management Institute, 2017).
Documentation Required
There are eight essential documents required for this project. First is a project charter. This document formally recognizes the project creation and the formal contract between project sponsors, project stakeholders, and commercial agreement. Project charter documents gathers aspects related to the contracting and the contacted example is the project name, the goals of the project and the needs that the project it serves. Project charter also shows a brief description of the project, feasibility study, the project products i.e. training manuals, supporting, and monitoring post release of the project. A project charter also shows the intermediate products whic ...
Your business plan is now complete. Imagine you are in front of a .docxlillie234567
Your business plan is now complete. Imagine you are in front of a group of investors, presenting your business idea and encouraging them to invest in your chosen company.
·
Title Page with the company name and your name.
Healthy Vending
Solution
s
·
Outline of What You Do. -
Offers healthy snacks in vending machines
·
Target Market.
health-conscious individuals, calorie-conscious, diet-restrictions- energy seekers, students, athletes, (age 16-65)
·
Market Size.
How big is the market or industry on which you’re focusing?
· What are the growth opportunities?
Competition.
· Who are your key competitors?
· Aramark, Carolina Fresh, and Healthy You Vending
Your Management Team.
· Who runs the business? CEO, Operations Manager, Administrative Assistant,
· What are their roles and key skills?
Business Model.
· How will your business make money?
Financials.
· What key financial information does your audience need to decide whether to invest in you and your business?
Funding You Are Seeking.
Why Will Investors Want to Invest in This Business and in You?
:
PowerPoint with notes; no more than 10–12 slides.
If you select one of the PowerPoint formats, include bullets, relevant images, and the like, do not include paragraphs or full sentences on the slides.
Your presentation needs to impress the investors; make it creative and interesting while including all the relevant information.
Week 1- discussion board
My topic of choice is controlling project schedule.
Although, project teams and organizations give considerable effort and use different well accepted tools for the estimation of the projects, however some organizations fall short when it comes to controlling these estimations. In reality many projects face uncertainties such as labor efficiency, equipment efficiency, weather, design and so many different ones (Yun-yan,2012). These uncertainties cause the schedule overrun, which could be avoided by effective management and control of the planned schedule. Controlling the project schedule is defined as a process to monitor the status of the project activities and if needed to update the progress and manage changes to the schedule baseline (PMI, 2013).
Managing time, and especially managing the schedule of the projects and adhering to the pre-estimated schedule is a source of challenge for many professionals and project managers. The problem of project delays is a world-wide phenomenon. Failure to achieve targeted time can cause various unexpected negative effects such as loss of revenue, compromised quality and etc (Lindhard & Wandahl,2014; Oyedele et al.,2015). For this reason, better monitor and control of the schedule can help to define and mitigate the uncertainties and their effect on the project in time without causing negative results.
Hence, the following questions will be answered in the paper:
Q1: What are the effects of schedu.
A Model Of Information Systems Development Project PerformanceNicole Heredia
This document presents a model of information systems development project performance. It distinguishes between project completion and budget variances as two dimensions of project performance. It develops hypotheses about factors that influence these dimensions, such as project size, newness, strategic importance, technical risk, management support, planning, conflict, staff instability, and user participation. The document reports on testing these hypotheses using survey data from IS projects in the UK and New Zealand. It finds general support for the hypotheses and uses the results to build a more complete empirical model of project performance.
Similar to BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS (20)
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Statement of Submission:
It is certified that the following students of PRESTON University Islamabad (Mechanical Department) have successfully completed the project named Installation & Working of Coal Fired Thermal Power Plant. This project fulfills the complete requirement of the topic given by the project adviser.
PREFACE
This thesis ″Installation & Working of Coal Fired Thermal Power Plant ″ is made on a final semester project of B-Tech (Hons) Mechanical.
This thesis includes the basic concept of Coal Fired Thermal Power Plant, there principles, factors, types of Boilers, Coal, Turbines, calculation and basic design of C.F.T.P.P system for energy.
This thesis has been written according to rules and standards of ASME (American Society of Mechanical Engineers).
All the concepts, factors, calculations, design fulfills the proper rules of Coal Fired Thermal Power Plant according to ASME.
In this book the chapters contains the following
Introduction to Thermal coal fired power plant.
Introduction to Thermal coal fired power plant System
Coal
Boiler
Turbine
Generator
Transmission Line
Best Regards,
C.F.T.P.P Project Group
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BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
1. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
1
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
ABSTRACT
In this paper project planning relation between two variables of Risk and Project Success. There are
planning consider with best practices of PM along with two other variables of Risk and Project Success. This
study based on more than thirty five topic based in project success and impact the most important variables of
Planning, Risk and others mediator of Best Practice of PM. In the past history we know that if Project Manager
not interested with project and they don’t meet the goals of project success with the help of two important
variable of Planning and Risk. In this time increasing the competition of organization, project success is the most
important factors of good business performance. Our analysis showing the using the different PM practices and
different methods to be used for project success with the help of good planning and reduce the risk of failure.
1 INTRODUCTION
In this papers focused on use the good planning and reduce the risk for project failure with the help of risk
management practices and focus the all others factors impact on project success. Our past history Papke-Shields.
Beise and Quan (2009). In this research best practices of the project managers is the first priority for factor of
PM. Project manager follow the critical successes factors and implementing on project practices, planning and
performance. Atkinson, R (1999). Few years ago define for a project management included the success criteria
for PM, namely the Iron Triangle, cost, time, and quality, These criteria, its suggested, are no more than two best
guesses and a phenomenon. Baccarini, D (1999). LFM assist in the understanding of the tow component of
project success both of Project Management success and product success. These two concepts must be
articulated and differentiate in the project plan in order the project team clearly known its objectives. The
benefits of LFM (Logical Frame Work) articulated project success are provided two common clear
understanding for project objective and project success. Belassi and Tukel (1996). One of the explanations we
offer is the way the success factors are introduced to the respondents. The new scheme we developed in this
paper presents the factors in a more systematic way. Factor groups are formed which helped respondents under-
stand the overlooked dimensions of project success such as project attributes and project environment. Cicmil
and Hodgson (2006). We would like to make two final notes regarding sponsor behaviors. First, two of the
behavior factors were associated with all of the success factors. Defining project performance and success, and
mentoring the project manager, might be especially important since each is correlated with all of the success
factors.Cooke-Davies (2002). Firstly, the research on which this paper is largely based has focused on what
people and teams do, rather than on the quality of their human Interactions or motivation and decision making
practices. Secondly, there are human dimensions to nearly every one of the all factors that have been identified.
Crawford and Pollack (2007). This tension between project uniqueness and the assumption of fundamental
similarity underpinning standards development can be explained through three avenues: what it means to be
unique; changes to the field; and the needs of the field. Dvir. Raz and Shenhar (2003). Although there are some
2. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
2
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
that claim that too much planning can curtail the creativity of the project workers and others that propose to do
milestone planning instead of activity planning, In fact, planning is considered a central element of modern
project management. Commonly accepted professional standards. Ibbs and Kwak (2000). Assessment
Methodology can be applied to other industries and companies to further our understanding of PM in the future.
It could also be reapplied to the companies that participated in the first phase of this study at a later time. This
would allow them to determine the impacts of changes that have occurred since their first benchmarking. By
collecting and sharing this information, PM organizations can benefit and continuously improve their PM
practices. Kwak and Ibbs (2000). The PM Maturity Process Benchmarking Model was shown to be successful,
and should be applied to other industries and companies to improve our understanding of PM. Furthermore, an
“Excellence in Project Management Practices Award” should be established and awarded on an annual basis.
2 LITERATURE REVIEW
2.1 PLANNING
Most of researcher agree on the planning task of project is most important for the project success. In the
past history some of project don not meet the requirement of project success in the planning of project so project
goes to the failure and not to be done the goals. Lee and Xia (2005). ISDP team flexibility construct drawing for
scio-techmologyical projects on the conceptualization and Operationalization projects. They need to be used
good standard for project success. Poon, and Wagner (2001). In our study, we were able to confirm the
applicability of all of Rockart and DeLong’s original eight CSFs, as well as two additional factors. Yet based on
our findings, we suggest that organizations may Aget it right simply by managing three factors, championing _at
the executive and operational levels., resources, and linking the system to business objectives. Pinto and Slevin
(1988). In this case study define the process of project implementation through exposing the manager to a set of
empirically derived factors found to be critical to project success. Fortune, White, Jugdev and Walker (2011). In
this papers they are conducted survey on different three countries every countries has different result of planning
project management methodologies and used the tools of practices. Dvir and Lechler (2004). “Changing plans is
everything” planning is impact on project success if some difficulties so changing some planning to meet the
project success goals.
It’s very hard or even impossible to know that what requirements in planning for the completing the
project, some author says that the planning is not enough and impotent for the [project success but in this future
we need to be good planning for controlling the time, scope and quality for the project success.
2.2 RISK MANAGEMENT
In this global history on risk management practices, Pich, Loch and Meyer (2002). In this theory payoff
effect on project we cannot be analyzed because too many parameters interact in the transition or payoff function
(complexity). Freedman and Katz (2007). Best practices risk on project and also include partner selection
practices that weigh legal, political, security, economic, infrastructure, and cultural factors. Doolen, Hacker and
3. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
Aken (2003). Team survey items used to assess the various aspects of organizational context, would provide
additional insight into this complex set of relationships. Müller and Jugdev, (2012). In this publication help us to
to understand the complexities of project success and determine the all project success factors. Maltz, Shenhar,
and Reilly (2003). DMP model reduce the time, reflecting the organizational performance in this research.
Todorović, Bjelica and Mitrović (2013). We need to create accountabilities environment and create culture of
environment consist on leadership and continuity
Project success become to be business good performance, in the past history many of projects still suffer
delay, overruns and even failure.
RELATIONSHIP WITH PROJECT PLANNING → RISK MANAGEMENT
In this paper we relate the project planning with risk management so we are facing many of risk
factors in our planning so project goes to the failure. See fig 1.1
HYPOTHESIS PROJECT PLANNING → RISK MANAGEMENT
Project Planning initiation process of project so we need to assure all risk factors they are impact on
our project. Planning factors positively associated with Risk Management If risk come in our project so our
project is failure or overrun.
Fig 1.1, Link with Project Planning → Risk Management
2.3 PROJECT SUCCESS
Openly, Project success define with the “triple constraint” or “iron triangle” three factors cost, time and
quality/performance impact on project success or failure. Zwikael. Shimizu and Globerson (2005). The project of
Taipei 101, owner decision add more contractor for the exceed the resources capacity of single contractor, so
theory says that project success need to be decision making of owner. Shenhar. Tishler Dvir and LIPOVETSKY
(2002). In this paper we need to find study employ on multivariate analysis and the multidimensional measure
use for the project success. Shrnhur, Levy and Dvir (1997). There are four success factor impact on project
success meeting tile, budget and performance goals. Yang, Huang and Wu (2011). Leadership styles and teams
work of project manager’s effect on project success. Gemunden, Salomo, and Krieger. (2005). autonomy
dimensions are used for the project success. Several significant positive effects which increase with project
innovativeness.
Our research based on planning without risk and the best practices of project manager they are doing good
skills and most important factors are impact on project behavior.
4. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
RELATIONSHIP WITH RISK MANAGEMENT → PROJECT SUCCESS
Project success is not to be fulfill the requirement of projects so we use the best practices on risk
management for gain the goals and our objectives. See fig 1.2
HYPOTHESIS RISK MANAGEMENT → PROJECT SUCCESS
Fig 1.2, Link with Risk Management → Project Success
RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
Project planning is great tools of project success we see the past history and many of researchers
says the project failure, delay and overruns factors impact on failure of projects. Other words we use to be
good planning for our projects performance if we use the strategic planning for our project and reduce the
risk factors in imitation plan make good strategy for risk management in any time impact on our project.
Some of factors like internal and external, we have good planning the solve the all risk factors for
project success and meet the all requirements of our project. See fig 1.3
HYPOTHESIS PROJECT PLANNING → PROJECT SUCCESS
Fig 1.3, Link with Project Planning→ Project Success
MEDIATING ROLE OF RISK MANAGEMENT RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
We already discuss this Project Planning variables are independent and the other words how much
risk impact on Planning of the project? Many of researchers gives some theory and practical examples in
research papers and find some risk management factors effect on project planning and project success.
HYPOTHESIS RISK MANAGEMENT MEDIATE PROJECT PLANNING → PROJECT SUCCESS
Fig 1.4, Link Risk Management Mediating Role of Project Planning → Project Success
Risk Management Project SuccessProject Planning
5. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
2.4 BEST PRACTICES FOR PM
Over the past several decades, organizations have increased their use of team-based projects to achieve
business objectives. Thomas and Mullaly (2007). In this literature on performance measurement, the nature of
value, and competitive advantage. Everyone need to think the value of project. Shenhar, Dvir, Levy and Maltz
(2001). To assess the project success we need to understand the multi-faceted and multi-dimensional concept to
reduce or vary long time frame. Munns and Bjeirmi (1996). In this paper project management team totally
responsible for project success. Objectives of a project achieving target of project and interest of client for
completing the project. Milosevic and Patanakul (2005). SPM factors on the OPM level are impact on project
success there are seven factor of SPM include standardized PM tools, leadership, and process; and standardized
PM organization, information management system, metrics and culture on OPM level. Ling, Low, Wang and
Lim (2005). AEC professionals higher quality performance was found in projects managed by Singaporean firms
in China had achieved success in budget and quality performance, and owner and public satisfaction but not in
schedule performance. Imran and Zaki (2016). In this literature indicates some critical factors of effective
human capital practices for critical success factors identified were technological, project management and
communication factors, necessary for the project success. RAG Khan, FA Khan and MA Khan (2011). Training
is best practices for project success and Training & development positive effect on organizational performance.
Blomquist, Hällgren, Nilsson and Söderholm (2010). In this research project management discussed on best
practices for doing great job and met the requirements of project.
However, along with the increased use of projects, the complexity and cost of projects have also
increased. See fig 1.4
Fig 1.4, Main Model of Best Practices impact on Project Success
MODERATING ROLE OF BEST PRACTICES RELATIONSHIP WITH PROJECT PLANNING → PROJECT SUCCESS
The definition of project management suggests a shorter term and more specific context for
success. The outcomes of project management success are many. They would include the obvious
indicators of completion to budget, satisfying the project schedule, adequate quality standards, and meeting
the project goal. The factors which may cause the project management to fail to achieve these would
include
• Inadequate basis for project
• Wrong person as project manager
• Top management unsupportive
• Inadequately defined tasks
• Lack of project management techniques
• Management techniques mis-used
Risk Management Project SuccessProject Planning
Best Practices
6. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
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MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
• Project closedown not planned
• Lack of commitment to project
These factors we use for the good planning for success project and good practices use for Project Manager. It’s
also define Triple constraint triangle Scope, Cost and Quality to be appointed for these factors to be used for
good practices for project success see fig 1.5
A range of variables and factors will affect the ability to achieve these goals, which have been identified by
various factors (a) objectives; (b) project administration; (c) third parties; (d) relations with client; (e) human
parties; (f) contracting; (g) legal agreements; (h) politics; (i) efficiency; (j) conflicts and (k) profit.
These factors would suggest that successful project management requires planning with a commitment to
complete the project; careful appointment of a skilled project manager; spending time to define the project
adequately; correct planning the activities in the project; ensuring correct and adequate information flows;
changing activities to accommodate frequent changes on dynamic; accommodating employees' personal goals
with performance and rewards; and making a fresh start.
Fig 1.5, Model of Best Practices impact on Risk Management
HYPOTHESIS BEST PRACTICES OF PM MODERATE THE RELATIONSHIP RISK MANAGEMENT→ PROJECT SUCCESS
Fig 1.6, Model of Best Practices Moderate with Risk Management on Project Success
Risk ManagementProject Planning
Best Practices
Project SuccessProject Planning
Best Practices
7. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
7
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
3 METHODOLOGY
3.1 DATA COLLECTION:
Our data for this research, all nice and collated in a database – from 50 different members we use the leaker
scale for help of the questionnaire of different author from different site. In this scale 1 to 5 points 1 (Strongly
Disagree), 2 (Disagree), 3 (Neutral), 4 (Agree), 5 (Strongly Agree).We are collecting data from different sources
Facebook Groups of Researchers and different organization workers. We are distributed 100 questionnaire
papers and we get result of and answer from 50 members so we use this data collecting from 50 members for
analysis our research study. We use pilot testing methods for our results.
4 RESULTS
Table 1
Reliability Analysis
Variable Cronbach’s Alpha
1. Project Planning .827
2. Risk Management .413
3. Best Practices of PM .528
4. Project Success .713
Table 2
Correlation Analysis
Variable 1 2 3 4
1. Project Planning 1
2. Risk Management .143 1
3. Best Practices of PM .175 .098 1
4. Project Success .955**
.028 .130 1
**. Correlation is significant at the 0.01 level (2-tailed).
In this table 2 we use the correlation analysis of Project Planning (Independent), Project Success
(Dependendent), Risk Management (Mediator) and Best Practices of PM (Moderator). Analysis says that if
we control the project planning variable then find the risk management as dependent variables then check
8. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
8
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
the Impact on Project Planning (Pearson Correlation Value: .143) Second is we are using the next methods
and control the Best Practices of PM and see the Pearson correlation value of Project Planning (.175) and
Risk Management is mediator role value (.098). Third steps is project success impact on others variables
Correlation of Project Planning (Independent), Risk Management (Mediator) and Best Practices of PM
(Moderator) so the Pearson Correlation value is given Table No.2.
4.1 REGRESSION ANALYSIS
Table 3
Regression For Outcome
Predictor Outcome
Risk Management Project Success
B R Square R Square Change B R Square R Square Change
1. Control Variable .143 .020 .020 -.100 .032 .032
2. Project Planning .955 .912 .912 .804 .922 .879
3. Risk Management .098 .010 .010
Table 4
Mediated Regression
Predictor Outcome
Project Success
B R Square R Square Change
1. Control Variable .032
2. Risk Management .042 .010
3. Project Planning .953 .922 .879
9. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
9
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
Table 5
Moderated Regression
Predictor Outcome
B R Square R Square Change
1. Control Variable -.035 .014
2. Project Planning & Best Practices of PM .136 .034 .020
3. Project Planning x Best Practices of PM .010 .034 .000
5 DISCUSSION
In this paper we relate the impact of project planning on project success with mediating role of risk management
and moderating role of best practices of PM. Result suggests that both Best Practices of PM and Risk
Management are important variable and significant impacts on project success.
5.1 SUMMARY OF HYPOTHESIS
H1 There is a positive relationship between Project Planning and Risk Management.
The assumption behind this position is that planning reduces uncertainty and increases the likelihood of project success.
Encourages project managers to believe that although planning does not guarantee project success, lack of planning will
probably guarantee failure. Dvir, Raz, Shenhar (2003) As shown in Table 2 impact of project planning has
significant role on risk management project planning is correlated and significant of Risk. The more you share
with followers the more you gain in reward of success.
H2 There is a Negative relationship between Risk Management and Project success.
In this paper summery Its seem that risk management is still at its infancy, we need to use some tools for reduce
the risk for project success.Raz, Shenhar, Dvir (2002) As shown in Table 2 and Table 4 Risk Management has
insignificant role on project success and role is correlated with success factors. If we have good planning and
strategy so we reduce the risk of failure less chances of occurrence of error.
H3 There is a positive relationship between Best Practices of PM and Project success.
In this paper both in terms of practice and research. In practice, a number of standards have been developed that
incorporate critical success factors and capture “best practices” in PM. Papke-Shields, Beise, Quan (2010)
Shown in Table 2 and Table 5 Best practices of PM has significant role on project success and role is correlated
with project related success factors. Best practices of pm more transparent in front of its followers that is built
trust among followers and helps in achieving desire goal.
10. RESEARCH TOPIC: BEST PRACTICES OF PM EFFECT ON PROJECT SUCCESS
10
MUHAMMAD AWAIS (CMS: 18250)
MS, Scholar, Department of Management Sciences at Riphah International University, Islamabad
5.2 LIMITATIONS
We collected data from 100 project managers due to limited time and I got only 50 project managers result. We
try to consult with managers are expert in their domain and know the importance of variable in project success
that nearly assure our results.
5.3 SUMMARY
The study suggest the importance of Project Planning in different domain to actives the desire success or goal of
organization/Projects. The finding suggest that how followers could be involved through project planning with
qualities of best practices of project managers and reduce the risk of project that help in project. We try to find
the views of project managers from public as well as private sectors to illustrate and the result shows positive
impact on projects success. Managers agree the value of project planning and best practices by marking different
questions that were filled. Finding in this study shows that impact of long term that is reliable in favor of good
project managers, followers and firm.