This dissertation set out to identify effective qualitative and quantitative management tools used by financial officers (CFOs) in carrying out their management functions of planning, decision making, organizing, staffing, communicating, motivating, leading and controlling at a public research university. In addition, impediments to the use of these tools were identified which may assist in breaking down barriers to the implementation of these tools within higher education. The research endeavor also provided additional significance through the CFOs identifying benefits from the use of quantitative and qualitative management tools. Finally, the study undertook the task of identifying quantitative and qualitative management tools the important to public research university CFOs in carrying out their management functions in the future. In this study, the Delphi method was used to gain consensus from a panel of fifteen public research university CFOs who were experts on qualitative and quantitative management tools. The experts were self-identified through their response to a questionnaire on their use of the management tools and represented 12 different states. Due to the nature of the research, a computer-based Delphi method was used to facilitate a four round, electronically based Delphi study. The questionnaires were based upon a review of the literature and tested by a pilot group of higher education CFOs. Through a series of four electronic questionnaires, the Delphi panel identified twenty-three qualitative and quantitative management tools which they believe are moderately effective for use by public research university CFOs in carrying out their functions of planning, decision making, organizing, staffing, communicating, motivating, leading and controlling. Additionally, the panel of experts identified sixteen barriers/impediments to the use of qualitative and quantitative tools in carrying out the above functions. The panel also identified eighteen benefits that the tools provide to public research university CFOs in carrying out their management functions. Finally, the Delphi panel identified three qualitative and quantitative management tools that will be highly important, and twenty qualitative and quantitative management tools that the panel of experts considered to be important, for public research university CFOs in carrying out their management functions in the future. This dissertation study is significant because the results are expected to provide public research university CFOs qualitative and quantitative management tools that they may use to assist them in carrying out their management functions. The barriers/impediments and benefits noted also provide CFOs with knowledge to assess whether the tools can be used at their institutions, knowing the specific climate and culture which exists. The qualitative and quantitative management tools which were identified as being important in the future can serve as a guide to develop training programs to enhance the knowledge of public research university CFOs.

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The aim of this research was to operationalize and validate a lessons-learned sharing process for supporting organizational learning. I validated the process by measuring and evaluating the effects of the process on decision-making (i.e., management) performance. The research results provide tangible evidence about the effects of a lessons-learned sharing process to support organizational learning. A lessons-learned sharing process does improve decision-making performance as measured by decision quality. A three phase research process was used. The first phase consisted of a task analysis at an industrial site. The results of the task analysis served as the basis for an experiment. The second phase was a laboratory experiment. Sixty students participated in the experiment. The experiment involved twenty groups of three subjects. One subject completed a task and constructed a lesson learned based on feedback from his or her decisions. The next two subjects used different parts of the lesson learned to solve the same problem. The factors studied in the experiment were the content (no lesson learned, a lesson learned containing only recommendations, and a lesson learned containing the original set of decisions, results, and recommendations) and structure (informal or formal). Both quantitative and qualitative data were collected. The quantitative results of the experiment show: 1) having a lesson learned was better than not having a lesson learned; 2) a formal or structured lesson learned had a greater effect on decision quality than an informal or unstructured lesson learned; and 3) the formal or structured lesson learned produced an higher-quality lesson learned. The qualitative results show: 1) subjects want explanations for the recommendations in the lesson learned; 2) the accuracy and consistency of a lesson-learned content needs to be ensured because people may use the lesson learned as an answer without further work; and 3) prompts for eliciting the information in a lesson learned need to be developed. Subjects used the lesson learned in six different ways when solving the problem. The problem consisted of making a set of decisions for a manufacturing shift. The third phase of the research involved a follow-up at the original industrial site. The purpose of this second field study was to gain an insight into how the experimental findings related to a field setting. Implications are discussed for the theory of organizational learning and users of lessons-learned sharing processes in organizations. / Ph. D.

This diploma thesis is focused on the use of management tools and practices specialized in finding organizations constraints that limit their performance and make it impossible to effectively achieve their goal. The tools can be divided into static ones that describe relationships between causes and their effects using causal relations and dynamic ones that are oriented on cyclical relations that appear in periods. Although those dynamic tools are not suitable enough for validating causal relations they can better visualize these relations in time. Both of the tools are based on the principle that the user has to change the way of thinking when looking for undesirable effects in the system. The theoretical part of the thesis is extended by Greiner growth model that describes growth phases of organizations and typical problems that appear in each phase. Thus this model can be used to help uncover causes of organizations constraints. Practical part of the thesis is focused on application of the tools and on finding the main constraint in a small software company. It is divided into a few parts: company description, proposal of requirement collection and its implementation, description of relationships between the company and external systems, proposal of an improvement of a notation that is used for diagramming current state of problems in a company, diagramming the current reality tree and finding the main constraint. The contribution of the thesis lies in depicting advantages and disadvantages of the tools used for finding company constraints and in application of one of the tools including the proposal of improvement. The conclusion includes recommendations for improvement implementation that help to eliminate main company constraint and increase the system performance.

Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2017-07-17T16:42:47Z No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Alinecesariomatoso_dissertaçãofinal.pdf: 1900863 bytes, checksum: 29d11a39aacc9739a291465a91378854 (MD5) / Made available in DSpace on 2017-07-17T16:42:47Z (GMT). No. of bitstreams: 2 license_rdf: 811 bytes, checksum: e39d27027a6cc9cb039ad269a5db8e34 (MD5) Alinecesariomatoso_dissertaçãofinal.pdf: 1900863 bytes, checksum: 29d11a39aacc9739a291465a91378854 (MD5) Previous issue date: 2014-01-30 / CAPES, CNPQ / Gestão de Projetos vem se afirmando como fator de grande relevância na atualidade para o desenvolvimento de Projetos. Segundo Mansur (2009), a taxa de crescimento do sucesso dos projetos no Brasil vem crescendo em função do sucesso das iniciativas e técnicas de gerenciamento de projetos. Por outro lado, gerenciar projetos de design não se mostra como tarefa simples, pois além das necessidades comuns a qualquer projeto, os projetos de design sempre lidam com o desenvolvimento de um novo artefato, e por esta característica criativa, requerem uma série de atenções especiais. Para facilitar esta tarefa existem inúmeras ferramentas de apoio metodológico desenvolvidas geralmente por autores e estudiosos das áreas de administração, engenharia e tecnologia, No entanto, os registros dessas ferramentas são dispersos, de difícil apropriação pelo designer que não encontram descrições simples ou um catalogo que classifique essas ferramentas de forma a facilitar seu acesso e sua apropriação. Neste contexto, Esta pesquisa é resultado de uma exploração sobre ferramentas de gestão de projetos aplicadas a projetos de design. A partir dos estudos sobre gerenciamento de projetos e algumas metodologias como Pmbok, IPMA, Scrum, Kanban e Extreme Programming, refletidos sobre as peculiaridades dos projetos de design, foi possível criar um modelo de classificação e apresentação, com uma amostra de 38 ferramentas de gestão de projetos em um formato simples e autoexplicativa, utilizando exemplos de aplicação em projetos da área para que designers compreendessem e se apropriassem dos conceitos com facilidade. Para isso, foram realizados testes qualitativos com um grupo de oito designers, onde eles puderam testar propostas de classificação hipotéticas e auxiliar nos ajustes dessas propostas e assim na construção do modelo. Este trabalho é resultado de uma pesquisa para obtenção do grau de mestre através do programa de pós-graduação em design da UFPE / Project Management has been affirming itself as a factor of great relevance in the present time for the development of Projects. According to Mansur (2009), the rate of succeed projects in Brazil has been increasing due to the success of the project management initiatives and techniques. On the other hand, managing intensive design projects is not a simple task because, in addition to the common needs to any project, design intensive projects always deal with the development of a new artifact, and for this creative characteristic, they require a lot of attention to special conditions. To facilitate this task there are numerous methodological support tools developed by authors and scholars from administration, engineering and technology areas. However, the records of these tools are scattered, difficult to be used by the designer who do not find simple descriptions or a catalog that classifies tools and facilitate their access and knowledge. In this context, this research is the result of exploration of project management tools applied to design projects. From the studies on project management and some methodologies such as Pmbok, IPMA, Scrum, Kanban and Extreme Programming, reflected on the peculiarities of design project. It was possible to create a classification and presentation model with a sample of 38 management tools in a simple and self-explanatory format applied on design intensive projects examples. For this, qualitative tests were carried out with a group of eight designers, where they could test hypothetical classification proposals and help in the adjustments of these proposals and thus in the construction of the model. This work is the result of a research to obtain the master's degree in design at UFPE.

Bibliography: leaves 199-204. / This thesis is concerned with developing a method for determining the Quality of Life of a group or community in quantitative terms. The method devised is aimed at providing decision-makers with a useful tool when allocating public funds. The method involves setting critical values for indicators and then applying a mathematical formula, in order to standardise information gathered from several different sources. A value for the indicator of a particular group or community is thus calculated. This procedure made it possible to compare data from these different sources. Arising out of this the values for individual indicators were aggregated to produce indices evaluating the Quality of Life, which are in a form that may be readily used by decision-makers. Surveys were run in Elsies River, a coloured suburb of Cape Town, and in Basuto QwaQwa, a homeland in the Orange Free State, using two questionnaires. The results were computed and the method developed here used to compare and aggregate the data. Other sources of data included opinions from experts and objective data concerning the two survey areas which were also standardised and aggregated. The results show that the method is pragmatic and could be useful to decision-makers. The standardisation provided the means for arriving at the indices which show how different aspects of the Quality of Life may be assessed. The results, however, are not absolute and could change through a process of negotiation: in fact this is an essential qualification.

Les lois de décentralisation de 1982-1983 ont eu pour effet de développer le rôle des collectivités territoriales, d’où l’importance du contrôle de gestion pour améliorer la performance (Carassus et al., 2011). Le contrôle de gestion consiste à articuler la stratégie et l’opérationnel (Anthony, 1988, Bouquin, 1997 et 2004). Plus précisément, le contrôle de gestion peut être défini comme étant « le processus par lequel les managers influencent d’autres membres de l’organisation pour mettre en œuvre les stratégies de l’organisation » (Anthony, 1988). Le contrôle de gestion pourrait alors permettre de piloter une organisation. Il peut être entendu comme « une démarche de management qui relie stratégie et action opérationnelle » (Demeestère, et al., 2006). Pour cela, selon ces auteurs, cela suppose préalablement de définir la performance et la mesurer avec des indicateurs appropriés. Or, le secteur public, notamment les collectivités territoriales présentent des spécificités à considérer pour pouvoir piloter. Le nouveau management public (New Public Management d’Hood) vise à « moderniser » l’action publique « souvent jugée comme contreproductive, en introduisant en son sein des pans de rationalité managériale » (Amar et Berthier, 2007). Un enjeu semble être l’adaptabilité, des méthodes et des outils dans le secteur public, compte tenu des valeurs véhiculées et des attentes des multiples parties prenantes. Les outils de gestion semblent in fine peu adaptés au secteur public. La responsabilité sociale des organisations et le pilotage des projets de développement durable dans les métropoles françaises pourraient supposer un glissement du « standardisé » maladroitement adapté au secteur public au « sur mesure » (Amar et Berthier, 2007). En l’occurrence, la notion de performance suppose la prise en considération de l’usager, sous contrainte d’efficacité opérationnelle ; ainsi que les attentes des parties prenantes et de leurs comportements socialement responsables plus ou moins engagés ou contraints. Aussi, l’objectif de cette recherche est d’analyser la dynamique organisationnelle responsable des métropoles françaises. En référence aux travaux de Di Maggio et Powell, une dynamique collective peut en effet résulter de la contrainte, de la norme mais aussi de l’exemple quant au pilotage des projets de développement durable. / The decentralization laws of 1982-1983 developed the role of local authorities, hence the importance of management control to improve performance (Carassus et al., 2011). Management control consists in articulating the strategy and the operational (Anthony, 1988, Bouquin, 1997 and 2004). More specifically, management control can be defined as "the process by which managers influence other members of an organization to implement organization's strategies" (Anthony, 1988). Only then can management control be used to manage an organization. It can be understood as "a management approach that links strategy and operational action" (Demeestère, et al., 2006). According to these authors, this presupposes the existence of a prior performance definition and its measurement with appropriate indicators. However, public sector, especially local authorities, have specificities which must be taken into account for the success of the control. The New Public Management (according to Hood) aims to "modernize" public action "often considered as counterproductive, by introducing a managerial rationality" (Amar and Berthier, 2007). The main challenge seems to be adaptability, of methods and tools in the public sector, given values conveyed and expectations of multiple stakeholders. Management tools seem ultimately poorly adapted to the public sector.The social responsibility of organizations and the steering of sustainable development projects in French cities could suppose a shift from "standardized" clumsily adapted to the public sector to "tailor-made" (Amar and Berthier, 2007). In this case, notion of performance must integrate users, under constraint of operational efficiency, as well as stakeholders’ expectations and their socially responsible behaviour, which may be more or less committed or forced. The objective of this research is to analyse the responsible organizational dynamics of French cities. In reference to Di Maggio and Powell, the collective dynamic relating to sustainable projects within a metropolis can result either from norms application, constraint or from imitation of other social environment actors.

Student Number : 9612417M - MSc(Eng) research report - School of Civil and Environmental Engineering - Faculty of Engineering and the Built Environment / Despite benefits claimed by organisations on ISO 14001 such as improved environmental performance and gaining of business advantage, there are disputes that the standard does not lead to improved environmental performance. The purpose of the study was to establish environmental performance of ISO 14001 in South Africa; and environmental management tools that can back up ISO 14001 standard for enhanced performance. The study was based on questionnaires, interviews and documents. The outcome of the study was that ISO 14001 is implemented in South Africa mainly to gain business advantage whilst aiding in improved environmental behaviour. Benefits obtained from ISO 14001 certification by organisation include environmental awareness and responsibility by employees across the board, more organised data management, reduced environmental costs, no environmental liabilities and gaining good reputation with the public, government, insurers and other stakeholders. However the issue of costs is considerably a limitation for companies to register for ISO 14001. The environmental management tools mostly implemented are those closely associated with ISO 14001 such as Environmental Auditing, Environmental Performance Indicators and Environmental Reporting. Other tools such as Design for Environment, Life Cycle assessment, Extended Producer Responsibility, and Eco- Mapping are not popular in South Africa which can imply missed opportunities. Strategic incorporation of these Environmental management tools into ISO 14001 include simplicity, innovation, use of incentives, industrial associations and benchmarking, new thinking, education, building on existing business practices and broadening the use of ISO 14001 standard.

The study has been conducted on a communication agency called Outhousebyrån. The study examines the organization’s approach to project management and explores opportunities for enhancing efficiency. The study has also investigated how a new digital project management tool affects Outhousebyråns project management. Outhousebyrån faces difficulties structuring, planning and communicating during projects. The study has chosen to examine two digital project management tools, Trello and Monday. These have been tested on Outhousebyråns ongoing projects based on their needs and preferences. The purpose of the study is to present a digital project management tool to help Outhousebyrån structure and make their projects more effective. The study conducted is a qualitative case study where the data was collected using three methods, semi-structured interviews, observations, and sent-out questionnaires. The collected data has been analyzed based on theories that originates from Total Quality Management (TQM) and project management. Based on the analyzed result it was concluded that Outhousebyrån needed a digital project management tool, that would help them structure their projects. The study has compiled a list of the employees preferences regarding functions in a updated digital project management tool. The result showed that both tools fulfilled most of the expectations collected from the data. Since both tools could be implemented, the choice between the two was based on Mondays wider selection of functions and Outhousebyråns personal preferences. The result showed that Monday was more suitable for the organization. Finally, a proposal was presented on how Monday could be implemented for Outhousebyråns project management. / Studien har genomförts på en kommunikationsbyrå vid namn Outhousebyrån. Författarna undersöker hur organisationen arbetar med projektstyrning samt hur organisationen kan öka effektiviteten i sina projektarbeten. Författarna undersöker även hur digitala projektstyrningsverktyg påverkar organisationens projektarbeten.  Värdorganisationen har i dagsläget svårigheter med strukturering, planering och kommunikation inom sina projekt. Därmed har författarna valt att studera två digitala projektstyrningsverktyg Trello och Monday för att underlätta organisationens projektarbete. Verktygen studeras genom att testa dem på organisationens pågående projekt utifrån deras behov och önskemål.  Syftet med studien är att presentera ett digitalt projektstyrningsverktyg för Outhousebyrån för att effektivisera och strukturera organisationens dagliga projektarbete. Studien som utförts är en kvalitativ fallstudie där datainsamlingen gjordes med tre metoder. Semistrukturerade intervjuer, observationer och utskickade frågeställningar. Den insamlade datan har analyserats utifrån teorier som härstammar från offensiv kvalitetsutveckling och projektledning.  Utifrån resultatet kan det konstateras att Outhousebyrån har ett behov av ett mer strukturerat digitalt projektstyrningsverktyg. Det har sammanställts en lista på organisationens önskemål kring funktioner i ett nytt verktyg, där det kan konstateras att samtliga medarbetare hade gemensamma behov.  Utifrån behoven från Outhousebyrån har de två projektstyrningsverktygen Trello och Monday testats där det visade sig att Monday var lämpligast för värdorganisationens önskemål och behov. Valet gjordes utifrån att Monday har bredare utbud av funktioner samt på grund av projektledarens personliga preferenser. Slutligen presenteras ett förslag på hur en implementering kan genomföras i värdorganisationen.

This research is based on real issues that have been recognised within the global organisation, Rolls-Royce. The first aim concerned an issue that many companies face, the difficulty that employees face in locating the knowledge and information they require, especially in larger organisations. The developed solution of an Information Map proved to be a success in providing people within the Submarines business with the location of' Configuration Management information. The concept of the Information Map is one that can be adopted by any business as the stages in the tools development have been well documented within Chapters Four, Five and Six. Analysis of the success of the Information Map led to the derivation of 10 lessons learned. These were then verified in a second case study of an intranet development. The second aim of the research was to create a Knowledge Management framework that could be adapted by companies looking to invest in Knowledge Management and provide them with a guide to use. This framework was built from the lessons learned from the Information Map and from other best practice derived from available literature and within Rolls-Royce. The work conducted within the Support business tries to fill in gaps in current research by offering companies a new approach to Knowledge Management, which was based upon the way that industries work today. The creation of the Knowledge Management framework simplifies the work conducted and offers practitioners an easy, high-level approach to the adoption of Knowledge Management by grouping the process into ten steps. This is presented in a fashion that is easy to follow and ultimately offers a guide to make the best use of the resources and budget available to Knowledge Management practitioners. Overall the research addresses the 'real' issues faced by Knowledge Management practitioners. The main contributions to the Knowledge Management domain are the Information Map, action research approach, implementation of Knowledge Management tools for the users needs and a Framework as a guide for industry.