Time delays and cost overruns in construction projects are generally due to factors such as inappropriate planning, design errors, unexpected site conditions, inadvisable tools selection, change scope, weather conditions, lack of resources, and other project changes. Time delays and cost overruns are of concern to most project managers, owners, and governments. These elements of time and cost are two of the critical defects that impact the construction project delivery. These defects can lead to project failures and to various negative issues like increasing in disagreements among the project team, the contractor, suppliers, and the owner. State Departments of Transportation (DOTs) in the U.S. continue to spend heavily on roads, highways, and bridges construction, as well as development, maintenance, and expansion. This continued financial commitment reflects decades of commitment to improve the transportation service for safer and better use by the general public. Despite the notable efforts from most of the states to develop the transportation infrastructure, budget restrictions and lack of funds are some of the major challenges faced by DOTs. Highway and bridge infrastructure has a high potential growth in the U.S. construction market. Well-organized highway and bridge project investment decision-making becomes increasingly crucial in the transportation sector. In this research, transportation is specified to highway and bridge projects, and it focused on high-profile projects. These projects are defined as high-cost projects, and are associated with higher project delivery risk (typically $100 - $500 million). All states are working with their state transportation plan, listing the projects based on each state priorities and population growth. Proper planning leads to the right decision regarding selecting the best alternative within budget, and it must reflect certain core principles, including a comprehensive analysis. To facilitate such a decision process, decision makers need a trusted decision model that considers all important options and impacts. By using a decision model, decision-making will not be subjectively influenced to favor one option or group. The decision model becomes the primary tool for selecting the best option, based on its structure levels, perspectives, sub-criteria, and experts’ input. Recently, there is an apparent need for a decision model to help DOTs evaluating their options. Effective project delivery assessment tools, techniques, or practices are strongly needed to improve transportation construction projects’ performance. The research objective is to develop a comprehensive decision model that can be used by project managers and their teams to choose the most effective project assessment technique for measuring the success of performance and outcomes related to the delivery of transportation projects. This research was focused on the assessment techniques that are used in the development phase within the transportation project lifecycle phases. To this end, the research identified and screened the innovative assessment tools and techniques of project delivery that the transportation and other industries have used by reviewing numerous of academic literature and technical reports. Based on the review, value optimization elements such as cost, time, performance, risk, and resources were selected to be the primary evaluation criteria that lead to achieving the model objective. Also, the model sub-criteria were investigated and selected based on the literature review and direct discussion with some experts such as project managers, civil engineers, and value management consultants. The outcome analysis of the results showed that in terms of objectives that performance efficiency was rated the highest importance with respect to the mission, while resources presented the lowest importance from an overall assessment point of view. The results showed that Alternative 4, the VE-RACRDAM technique, was ranked as the most important alternative among others followed by Alternative 5, while Alternative 2 was ranked the least important. A five scenarios analysis was applied to measure the sensitivity of the effects of changing the relative importance of the assessment criteria on alternatives’ rankings. Results showed that Alternative 4 was maintained as the most effective assessment technique among the other alternatives in the five scenarios. In the end, experts were asked to validate the final research results, and they confirmed that the results were appropriate and valid. The validity of the decision model and findings of this research contribute new insights into the transportation construction industry as the case of state departments of transportation. Also, the experts agreed that this decision model is generalizable and could be used in other industries. Therefore, the model significantly contributes to the project management knowledge, and construction project development and delivery success.

Att leda projekt med myndigheter som kunder kan vara en utmaning, särskilt om kunden arbetar efter en annan projektledningsmetodik än den egna organisationen. Syftet med denna studie är att undersöka olika projektledningsmetoder och se hur de påverkar projektets utkomst. Närmare bestämt hur projekt påverkas när kund och leverantör arbetar på olika sätt med olika projektledningsmetoder. Samt att undersöka vilka svårigheter och möjligheter som kan uppstå när olika aktörer arbetar med olika projektmetoder. Studien undersöker även hur sådana diskrepanser kan hanteras, genom att identifiera gemensamma kritiska framgångsfaktorer i de olika projektledningsmetoderna. Dessa framgångsfaktorer kan ses som en rekommendation för att leda projekt på ett effektivare sätt. Tidigare forskning på området är begränsat, det finns många studier om olika projektledningsmetoder samt när och hur de bäst används. Det finns även många studier kring hybridvarianter gällande projektledningsmetodiker men dessa gäller när ett och samma företag blandar traditionell och agil projektledning. Därmed finns ett tydligt kunskapsgap som denna studie ämnar undersöka. Som tidigare nämnt är när kund och leverantör arbetar efter olika projektledningsmetoder i samma projekt och hur dessa projekt kan effektiviseras. En kvalitativ fallstudie genomfördes på ett företag i Sverige där semistrukturerade intervjuer genomfördes med fem projektledare för att kunna besvara studiens frågeställningar och uppfylla dess syfte. Frågorna som ställdes behandlade projektledningsområdet för att få en bra förståelse av området och få reda på kritiska framgångsfaktorer som kan bidra till att effektivisera projekt. Studiens undersökning resulterade i fem olika kritiska framgångsfaktorer som har inverkan på projekt och bör tas i beaktning vid att leda projekt på ett effektivt sätt. Framgångsfaktorerna togs fram genom en tematisk analys av intervjuerna som genomfördes med projektledarna på företaget. Dessa kritiska framgångsfaktorer är kommunikation, scope, människor, flexibilitet och planering. De kritiska framgångsfaktorerna bidrog med att uppfylla studiens syfte och frågeställningar men kan även användas som grund för att effektivisera projekt. / Managing projects with authorities as customers can be a challenge, especially if the customer works according to a different project management methodology than their own organization. The purpose of this study is to investigate different project management methodologies and see how they affect the outcome of the project. More specifically, how projects are affected when customer and supplier work in different ways with different project management methodologies. As well as investigating what difficulties and opportunities that can arise when different actors work with different project methods. The study also examines how such discrepancies can be managed, by identifying common critical success factors in the various project management methods. These success factors can be seen as a recommendation for managing projects more effectively. Previous research in the area is limited, there are many studies on different project management methodologies and when and how they are best used. There are also many studies on hybrid versions of project management methodologies, but these apply when the same company mixes traditional and agile project management. There is thus a clear knowledge gap that this study intends to investigate. As previously mentioned, is when the customer and supplier work according to different project management methodologies in the same project and how these projects can be made more efficient. A qualitative case study was conducted at a company in Sweden where semistructured interviews were conducted with five project managers to answer the study's questions and to fulfill its purpose. The questions asked dealt with the project management area in order to gain a good understanding of the area and find out critical success factors that can contribute to streamlining projects. The study's investigation resulted in five different critical success factors that have an impact on projects and should be taken into account when managing projects effectively. The success factors were developed through a thematic analysis of the interviews that were conducted with the project managers at the company. These critical success factors are communication, scope, people, flexibility and planning. The critical success factors contributed to answering the study's research questions and to fulfill its purpose but can also be used as a basis for streamlining projects.

A visão do produto sempre foi identificada como fator fundamental para o sucesso de projetos de desenvolvimento. O surgimento da abordagem denominada gerenciamento ágil de projetos, veio recuperar a importância do tema. Os autores da área propõem práticas e modelos para a criação e representação da visão do produto, e sugerem que defini-la seria uma forma de simplificar a etapa de iniciação. Ao analisá-los, percebe-se, porém, que são melhor adaptados ao desenvolvimento de software, não diferem significativamente da prática de GP tradicional e que os autores não consideraram o uso dos modelos de representação de produtos, presentes na literatura de gestão de desenvolvimento de produto, para concebê-los. O presente trabalho apresenta uma compilação dos modelos de representação existentes e, como objetivo principal, propõe um método para apoiar a criação e registro da visão do produto no gerenciamento ágil de projetos. Foram analisadas as áreas de gestão de projetos, planejamento estratégico, gerenciamento ágil de projetos, gestão de desenvolvimento de produtos e metodologia de projeto, de forma a considerar a contribuição da literatura de desenvolvimento de produtos. O pesquisador propôs um método, (procedimento) inicial, por meio da síntese da literatura, avaliou-o e aprimorou-o por meio de tentativas sucessivas de uso em exemplos teóricos. Uma vez estabelecido, procedeu-se a uma primeira verificação em caso de aplicação em laboratório, configurando-se como pesquisa de campo do tipo participante observador. Por fim, apresenta-se o resultado da aplicação do método, relatando sua viabilidade quando comparada a forma tradicional de declaração da visão. Essa demonstração indica que o método proposto conseguiu unir potencialidades dos modelos de representação pesquisados e que ainda abrange aspectos positivos como simplificação e desburocratização do processo. Apontam-se também necessidades de melhoria e temas para pesquisas futuras. / The product vision has always been considered as critical factor to product development projects. The emergence of the approach known as agile project management came to recover the importance of this subject. The authors from this field propose practices and models for creating an represent the product vision and suggest that this description would be a way to simplify the initiation phase. The analysis of the agile vision methods demonstrates that they are better suited to software development, do not differ significantly from the traditional practice of PM and the authors did not consider the use of models for representation of products, presented at the product develop management literature. The text presents a compilation of existing models of representation and, as main objective, it proposes a method to support the creation and registration of the product vision in the agile project management. We analyzed project management, strategic planning, agile project management, product development and design methodology fields in order to consider the contribution of literature from the product development. The proposed method (procedure) was developed by the literature synthesis and was improved by successive attempts, using theoretical examples and action research practices. The method was evaluated from a case study perspective, a first check, using an application in a laboratory case and the participant as observer research method. Finally, the document brings results from the method application, reporting its when compared to traditional way of the vision statement. The results indicates that the proposed method has potential of uniting models representation search and still covers the positive aspects as simplifying the process and diminished bureaucracy. It also highlights needs for improvement and issues for future research.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-07T19:38:01Z No. of bitstreams: 1 Dissert Gabriela de Rezende Fernandez.pdf: 2719120 bytes, checksum: a4e0277e6395cc9a69efd0a7c1d17e90 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-29T16:27:08Z (GMT) No. of bitstreams: 1 Dissert Gabriela de Rezende Fernandez.pdf: 2719120 bytes, checksum: a4e0277e6395cc9a69efd0a7c1d17e90 (MD5) / Made available in DSpace on 2017-08-29T16:27:08Z (GMT). No. of bitstreams: 1 Dissert Gabriela de Rezende Fernandez.pdf: 2719120 bytes, checksum: a4e0277e6395cc9a69efd0a7c1d17e90 (MD5) Previous issue date: 2016-11-24 / O presente trabalho tem como objetivo definir diretrizes para a construção de uma metodologia de gerenciamento de projetos que tenha como foco a execução no ambiente de Pesquisa, Desenvolvimento & Inovação Tecnológica, e que auxilie os pesquisadores na condução dos projetos pertencentes ao programa da Empresa Brasileira de Pesquisa e Inovação Tecnológica (EMBRAPII). Para isso, foram selecionas 11 características do modelo de negócio da EMBRAPII que foram confrontadas com as características dos projetos de Pesquisa, Desenvolvimento e Inovação (PD&I) a fim de verificar o alinhamento do modelo de negócio da EMBRAPII com a natureza da PD&I. Paralelamente, foram analisadas as formas de gerenciamento de projetos padrão PMBOK® Guide, as metodologias de desenvolvimento de produto Scrum e Front End Loading (FEL) e a metodologia de gerenciamento de projetos PRINCE2™, com o objetivo de extrair elementos que poderão contribuir na construção da metodologia de gerenciamento de projetos das Instituições Científicas e Tecnológicas (ICTs) credenciadas na EMBRAPII. Para tanto, foi utilizada a experiência da investigante na construção e implantação da metodologia de gerenciamento de projetos no Instituto Nacional de Tecnologia. O presente estudo teve como resultado um conjunto de 11 diretrizes relacionadas às 11 características da EMBRAPII, que podem influenciar a metodologia em questão. / The goal of this study is to define guidelines to design a project management methodology that focuses on the execution of Research, Development & Innovation’s projects, and to assist researchers in conducting the projects included on the Brazilian’s National Program of Research and Technological Innovation, using EMBRAPII. With that objective in mind and in order to check the alignment with EMBRAPII´s business model, 11 EMBRAPII’s features were selected and compared with the characteristics of Research, Development and Innovation´s projects (RD & I). In parallel, the study also analyzed the world standard methodologies for project management such as the PMBOK® Guide, the product development methodologies Scrum, Front End Loading (FEL) and PRINCE2 ™, with the objective of selecting elements that may contribute to the construction of the project management methodology for Scientific and Technological Institutions (ICT's) accredited by EMBRAPII. Additionally, it was applied also the researcher experience in the construction and implementation of project management methodology at the National Institute of Technology. This study resulted in a set of 11 guidelines related to 11 characteristics of EMBRAPII, which can positively influence the methodology in question.

Problem statement: Virtual and distributed projects are now fast replacing collocated projects as they bring up more skills needed for projects. There are various problems that have been encountered while working on virtual and distributed projects which include lack of face-to-face communication, different geographical locations and culture. Project management, through the use of project management methodologies, is becoming more crucial to ensure the problems are removed or minimized. The aim of this study is to look at the use and effectiveness of project management methodologies in virtual and distributed projects. Research method: The positivistic research paradigm was used in this study since it allowed the researcher to quantify and analyse the data received from the survey. As part of the positivistic research a survey was conducted for the research method while a questionnaire was used for data collection purposes. The collected data was then tested and analysed using the quantitative data analysis which included descriptive statistics, t-tests, factor analysis, KMO and Bartlett’s test, Cronbach’s alpha test, spearman’s rho, Levene’s test for equality of variance and non-parametric correlations. Main findings: While companies apply different project management methodologies to virtual and distributed projects, it is other factors (which include lack of face-to-face communication, different geographical locations and different cultures) which influence the use and effectiveness of the project management methodologies as well as the success of the virtual and distributed projects. In some cases it is how the project management methodology is used as some only apply certain parts of it while others report not having enough time to apply the project management methodology. Principal conclusion: Project management methodologies are useful and effective in virtual and distributed projects when they are effectively applied and followed. Issues caused by lack of face to face communication, different geographical areas and different cultures also have to be addressed as they influence the results on the virtual and distributed projects’ success. This is further discussed in this study and proposed solutions are given to the issues caused when using project management methodologies in virtual and distributed projects. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2014

Problem statement: Virtual and distributed projects are now fast replacing collocated projects as they bring up more skills needed for projects. There are various problems that have been encountered while working on virtual and distributed projects which include lack of face-to-face communication, different geographical locations and culture. Project management, through the use of project management methodologies, is becoming more crucial to ensure the problems are removed or minimized. The aim of this study is to look at the use and effectiveness of project management methodologies in virtual and distributed projects. Research method: The positivistic research paradigm was used in this study since it allowed the researcher to quantify and analyse the data received from the survey. As part of the positivistic research a survey was conducted for the research method while a questionnaire was used for data collection purposes. The collected data was then tested and analysed using the quantitative data analysis which included descriptive statistics, t-tests, factor analysis, KMO and Bartlett’s test, Cronbach’s alpha test, spearman’s rho, Levene’s test for equality of variance and non-parametric correlations. Main findings: While companies apply different project management methodologies to virtual and distributed projects, it is other factors (which include lack of face-to-face communication, different geographical locations and different cultures) which influence the use and effectiveness of the project management methodologies as well as the success of the virtual and distributed projects. In some cases it is how the project management methodology is used as some only apply certain parts of it while others report not having enough time to apply the project management methodology. Principal conclusion: Project management methodologies are useful and effective in virtual and distributed projects when they are effectively applied and followed. Issues caused by lack of face to face communication, different geographical areas and different cultures also have to be addressed as they influence the results on the virtual and distributed projects’ success. This is further discussed in this study and proposed solutions are given to the issues caused when using project management methodologies in virtual and distributed projects. / MSc (Computer Science), North-West University, Potchefstroom Campus, 2014

A visão do produto sempre foi identificada como fator fundamental para o sucesso de projetos de desenvolvimento. O surgimento da abordagem denominada gerenciamento ágil de projetos, veio recuperar a importância do tema. Os autores da área propõem práticas e modelos para a criação e representação da visão do produto, e sugerem que defini-la seria uma forma de simplificar a etapa de iniciação. Ao analisá-los, percebe-se, porém, que são melhor adaptados ao desenvolvimento de software, não diferem significativamente da prática de GP tradicional e que os autores não consideraram o uso dos modelos de representação de produtos, presentes na literatura de gestão de desenvolvimento de produto, para concebê-los. O presente trabalho apresenta uma compilação dos modelos de representação existentes e, como objetivo principal, propõe um método para apoiar a criação e registro da visão do produto no gerenciamento ágil de projetos. Foram analisadas as áreas de gestão de projetos, planejamento estratégico, gerenciamento ágil de projetos, gestão de desenvolvimento de produtos e metodologia de projeto, de forma a considerar a contribuição da literatura de desenvolvimento de produtos. O pesquisador propôs um método, (procedimento) inicial, por meio da síntese da literatura, avaliou-o e aprimorou-o por meio de tentativas sucessivas de uso em exemplos teóricos. Uma vez estabelecido, procedeu-se a uma primeira verificação em caso de aplicação em laboratório, configurando-se como pesquisa de campo do tipo participante observador. Por fim, apresenta-se o resultado da aplicação do método, relatando sua viabilidade quando comparada a forma tradicional de declaração da visão. Essa demonstração indica que o método proposto conseguiu unir potencialidades dos modelos de representação pesquisados e que ainda abrange aspectos positivos como simplificação e desburocratização do processo. Apontam-se também necessidades de melhoria e temas para pesquisas futuras. / The product vision has always been considered as critical factor to product development projects. The emergence of the approach known as agile project management came to recover the importance of this subject. The authors from this field propose practices and models for creating an represent the product vision and suggest that this description would be a way to simplify the initiation phase. The analysis of the agile vision methods demonstrates that they are better suited to software development, do not differ significantly from the traditional practice of PM and the authors did not consider the use of models for representation of products, presented at the product develop management literature. The text presents a compilation of existing models of representation and, as main objective, it proposes a method to support the creation and registration of the product vision in the agile project management. We analyzed project management, strategic planning, agile project management, product development and design methodology fields in order to consider the contribution of literature from the product development. The proposed method (procedure) was developed by the literature synthesis and was improved by successive attempts, using theoretical examples and action research practices. The method was evaluated from a case study perspective, a first check, using an application in a laboratory case and the participant as observer research method. Finally, the document brings results from the method application, reporting its when compared to traditional way of the vision statement. The results indicates that the proposed method has potential of uniting models representation search and still covers the positive aspects as simplifying the process and diminished bureaucracy. It also highlights needs for improvement and issues for future research.

The present work is focused on project management and the relationship of this discipline to agile approaches. The aim was to design a generic agile project management methodolo-gy, which is based on Agile values and attitudes. Although the proposed methodology is mainly based on agile software development methodologies, it is also applicable to any type of project. The secondary objective was to propose possible ways of using this generic agile project management methodology in teaching 4IT414 - ICT Project Management, including the creation of documents to support this application. The work is divided into theoretical and practical. First the author defined the basic terms and knowledge of project management and subsequent-them, then also agile approaches and methodologies. In the practical part was introduced generic methodology for agile pro-ject management and proposed a possible way of involving the teaching methodology, including the design documents to serve. The objectives were met. Work can serve students agile approaches and project management, their teachers and the general public. The proposed methodology may be used for studies and real environments in various companies and institutions.

Startups indeed play a pivotal role in society as agents of innovation and generators of employment. Despite this, a large proportion of startups fail. As a substantial amount of these temporary project-like companies called startups engage in software development and as application of project management has been correlated with project success, this research exploits a gap in the literature concerned with best practices as it pertains to project management methodologies for software development in startups. Given that a significant number of academic studies have already been conducted in the area of software development practices in startups spanning project management methodologies and software development methodologies, this research applies a strategy of systematic review as along with the application of thematic synthesis is appropriate for ascertaining the current state of knowledge and the search for some consensus. Consequently, this has been deemed to be an appropriate strategy for answering the research question: What are the best practices in applying Project Management Methodologies for software development projects in startups? The scope of the systematic review is the last decade (from 2012 to 2022) and the PRISMA framework has been used to facilitate the identification and screening of records. As a result, 17 studies with varying methods were deemed eligible and of high quality according to the quality assessment guidelines by Garousi et al. The main findings of this study identify three high-order themes for best practices in applying project management methodologies for software development in startups: Agility & Maturity, Empower & Value People, Tool Usage & Support.

The aim of this study is to investigate whether a combination of agile system development methodologies (ASDMs) and project management methodologies (PMMs) can be used to develop a hybrid APMM that will have the ability to deliver information technology (IT) projects successfully in a constantly changing business and project environment. To achieve this objective, a literature review was conducted on the relatively well–established ASDMs by firstly defining a SDM and an ASDM. Each ASDM and its effectiveness are described, after which ASDMs in general are evaluated by considering their area of application, advantages and disadvantages. A comparison is then done of the seven different ASDMs using the four elements of an SDM (Huisman & Iivari, 2006:32) to emphasise some of the main similarities and differences amongst the different ASDMs. The seven ASDMs investigated in this study are Dynamic System Development Methodology, Scrum, Extreme Programming, Feature Driven Development, Crystal ASDMs ? Crystal Clear and Crystal Orange in particular, Adaptive Software Development and Lean Development. A literature review was also conducted on two structured and relatively well–established PMMs, PMBOK and PRINCE2, and a relatively new PMM called Agile Project Management. Each PMM is evaluated by considering their area of application, advantages, disadvantages and integration with other methodologies, after which a comparison is made of the different PMMs. The research was conducted by following a mixed methods research plan, which included the mixed methods research paradigm (combination of the interpretive research paradigm and the positivistic research paradigm), research methods (design science, case study and survey), quantitative and qualitative data–collection techniques (interviews and questionnaires), and dataanalysis techniques (cross–case and statistical). The reasons that projects fail and critical project success factors were studied and summarised to form the critical project success criteria, which were used to create the agile project success criteria. The ASDM best practice and PMM best practice frameworks were created by identifying whether a certain ASDM or PMM would satisfy a specific agile project success factor (APSF) of the agile project success criteria. The findings of each APSF in the respective frameworks were used as a foundation to develop a hybrid APMM (ver. 0) that would address the agile project success criteria. The hybrid APMM (ver. 0) was developed interpretively using design science (research approach) and constructivism by combining the strengths, addressing the weaknesses and bridging the gaps identified in the frameworks. The hybrid APMM (ver. 0) was then evaluated and improved by conducting an interpretive case study, which entailed interviewing participants from large and small organisations. Once the qualitative data collected had been analysed using cross–case analysis, the findings were incorporated in order to create an improved hybrid APMM (ver. 1). The hybrid APMM (ver. 1) too was evaluated and improved by conducting a survey, which entailed administering questionnaires to various respondents in order to collect quantitative and qualitative data. The findings of the statistical analysis of the data were also used to improve the hybrid APMM (ver. 1), resulting in the final hybrid APMM (ver. 2). This study demonstrates that a combination of ASDMs and PMMs can be used to develop a hybrid APMM with the ability to deliver IT projects in a constantly changing project and business environment. / Thesis (Ph.D. (Computer Science))--North-West University, Potchefstroom Campus, 2012.