This thesis explores the “project” in the entrepreneurial context, specifically the project- based view of start-ups. Start-ups are defined as entrepreneurial new ventures which have unstable business models, an open and simple organisational structure and which utilize innovative strategies for their development. The concept of temporary organisation is placed within the entrepreneurial context to define possible scenarios for the project-based view. The study is guided by the following research questions: How does a project-based view unfold in the start-up context? What is the impact of embracing a project-based view for a start-up? There is a limited number of studies elaborating on the link between project management and entrepreneurship. This study aims at contributing to an evolving body of knowledge integrating project management and entrepreneurship by building new theory regarding the application of the project metaphor by start-ups. Based on the existing research linking project management and entrepreneurship through the concept of the temporary organisation, this study explains the process of embracing a project- based view of start-ups as well as its implications on start-ups. These findings will be supported by the development of a visual model and propositions for further research. The study is using grounded theory as a research methodology which is considered to be appropriate given the nascent state of the previous research as well as the underlying research questions. In total eleven unstructured and semi-structured interviews were conducted with start-ups which comply with the synthesized start-up characteristics. The data analysis benefited from using open, axial and finally, selective coding as suggested by the grounded theory approach. Answering the first research question, the study’s findings are reflected in a model which explains how the project-based view unfolds. Overall, the process of a project- based view takes two directions: the external and the internal project-based view. The external project-based view - meaning that the whole start-up is seen as a temporary organisation - starts once the start-up team members decide to commit themselves to the project when the entrepreneurial opportunity is constructed. The start-up is then seen as being temporary due to external pressure and a bounded time period. However, although being temporary, the start-up still aims to transit to a permanent state. The internal project-based view suggests that the start-up’s strategy making process is followed by the strategy realization which is performed either by a sequence or by a multi-project approach, or a combination of both. Regarding the second research question, a project- based view enhances the start-ups’ operational and dynamic capabilities.

Digital Transformation (DT), being the latest trend for business transformation and organizational change, synchronizes business processes and integrates information technology leading to operational efficiency and innovation which contributes to overall business strategy. However, aligning technology and processes with people within the organization and the customers remains a challenge. Studies have concluded that the main focus of implementation towards the technical aspect rather than human aspect of the project brings to failure. Thus, it leads to the necessity of integration project management and change management practices to develop holistic approach and the aim for this research to answer the question: How can project management and change management be integrated and facilitate the implementation of digital transformation projects? In order to fill in the research gap on integrated PM and CM and also DT project implementation, the researchers embarked on a qualitative study, explored the literature and conducted semi-structured interviews with five organizations implementing DT project. It included project managers and business analysts from digital services consulting firms and multinational companies. Using thematic analysis, the researchers developed an integrated PM and CM framework that will help facilitate the implementation of DT projects. It can serve as a guideline for coordination and managing both technological and human side of the project during digital project delivery or implementation. In answering the research question, the study recommends four creative ways to integrate PM and CM as inspired by the developed framework. First, integrate the principles, processes, tools & techniques of PM and CM into a holistic approach at certain phases of the DT project lifecycle to achieve the DT deliverables, thus balancing the technical and human aspect of the project. Second, focus PM and CM methodologies and techniques that have emphasis towards promoting customer centric approach or creating value towards end users of the software such as the Agile Methodology. Third, create a smart tool or software that automatically captures both the PM and CM tools, such gantt chart and project communication updates that can be easily shared online to the rest of the stakeholders. And finally, include CM to PM’s knowledge area and PMO’s creation of CM owner or team to facilitate the implementation of DT project.

Approved for public release; distribution is unlimited. / Despite decades of energetic international control efforts, nuclear weapons technology continues to spread worldwide. To understand how these complex weapons programs can be developed, we assume the role of a nation seeking to build a first fission weapon, and the ability to continue to build more. We introduce a large-scale project management model that includes alternate development paths to achieve certain key technical milestones. We show how such a project can be optimally accelerated by expe-diting critical tasks. Next, we present a new analysis tool to detect vulnerabilities in such a development program: we seek optimal actions to impede, set back and/or otherwise frustrate completion of a first weapon, even if the proliferator knows what we are doing to delay things. This two-sided project evaluation tool is implemented with a combination of off-the-shelf project management software, optimization software and custom code. An illustrative case study of a first fission weapon program shows how this new analysis tool can be used. Our methods also apply to chemical, biological and/or radiological dispersion weapons, as well as to more conventional strategic industrial and commercial activities. / Lieutenant, Supply Corps, United States Navy

Purpose – The purpose of this thesis is to investigate how film festivals use project management techniques to manage uncertain resources. Design/methodology/approach – Fourteen case studies are used to explore the project management techniques used by film festivals across Europe. An extensive theoretical framework brings together a number of key fields for the first time and provides an informative background to the study. Based on this theoretical framework a conceptual model was developed, ‘the film festival ‘smoothie’ model’, which provides a guide for data collection and analysis. The research focuses on traditional and contemporary project management techniques, but also contextual factors that impact upon the project management of film festivals. Findings – The findings show that a creative, reactive and flexible approach to project management is vital within film festival organisations and supports earlier research calling for a rethinking of project management to consider the growing presence of ‘soft projects’ and contextual factors of projects. Furthermore, it highlights interesting characteristics and lessons that can be learnt from film festivals, warranting further investigation, since film festivals are ‘interesting repositories of knowledge that provide rich data for organisation and management researchers’ (Rüling and Strandgaard Pedersen, 2010, p. 322) and that cultural projects can be source of inspiration for refreshing project management techniques (Cwikla and Jalocha, 2015). Research limitations – The research gives an initial picture of the European panorama and presents studies of film festivals from Italy, Portugal, United Kingdom and Sweden. Originality/value – Our research contributes to a detailed understanding of the project management processes within film festivals and the way film festivals minimise the negative impact of uncertain resources, and exercise control without stifling creativity. Practical implications - This thesis intends to be descriptive, and therefore does not provide solid ground for practical recommendations of a recipe for success for project management within film festivals. The research does, however, provide evidence of the interesting project management approaches within film festival organisations and therefore advocates further research to be done in this field.

Program evaluation has carved out its value in the International Development (ID) sector as the way that International Non-Governmental Organization (INGOs) report program performance, and more importantly learn on how to improve for future programs. Its rise to prominence has been an evolution between the traditional, outcomes and participatory evaluation paradigms.   Although program evaluation is regarded as a function of management, Project Management (PM) as a discipline has been scarcely part of ID’s growth and virtually non-existent when it comes to program evaluation. In fact, although ID is a project-based sector, it largely developed its own PM practices, independent from the PM discipline. The developments of PM in ID can also be viewed in paradigm shifts from the conventional, people-centered right down to critical approaches. The only exception to this has been the creation of PM4NGOs in 2011 – a PM association geared to tailor PM knowledge for national and international Non-Governmental Organizations (NGOs).   In this backdrop, the research employs a critical literature review and data collection process to investigate if PM has contributed to program evaluation and whether program evaluation practices seen in the sector today could inform PM4NGO’s guide: PMD Pro.   The study’s findings yield that PM has fallen short in contributing to program evaluation, despite the creation of PM4NGOs. Rather, what is evidenced in the PMD Pro guide is an adherence to traditional paradigms and an inability to capture where the sector is today: in an outcomes evaluation paradigm within a people-centered PM in ID era. This study ultimately provides a series of recommendations to update PM4NGO’s contribution to program evaluation and synchronize its relevance with program evaluation practices in the sector today

This study covers an investigation into project management best practices in Southern Africa. The purpose of the research was to determine which of the current accepted project management tools and techniques are seen as critical in the region. It also focuses on determining any external or internal factors that hamper effective development of project management in the Southern African region. The study further tries to determine whether there are any noticeable differences between accepted project management practices in the developed world and practices used in the region. The study was conducted using a survey with a mix of open and scaled questions and was sent out to a number of companies selected because they employ established project managers. A total number of 400 questionnaires were sent out and 42 completed questionnaires were received from respondents. The study found that there are no significant differences between the techniques used for project management in Southern Africa and techniques used in the rest of the world. There are, however, several factors influencing project management development in the region that are unique to the region including a severe shortage of skilled people and infrastructure problems. There is also a lack of knowledge about project management practices amongst respondents and amongst other members of their organizations including senior management. This lack of knowledge combined with the shortage of skilled people can result in serious problems with the execution and management of projects in the Southern African region. / Graduate School of Business Leadership / MBL

Agile project management is most often examined in relation to software development, while information security frameworks are often examined with respect to certain risk management capabilities rather than in terms of successful implementation approaches. This dissertation extended the study of both Agile project management and information security frameworks by examining the efficacy of implementing a security framework using a nontraditional project management approach. Such an investigation is significant because of the high rate of failed IT projects, gaps in the current security framework implementation literature, and increased regulatory pressure on Health Insurance Portability and Accountability (HIPAA)-covered entities to become compliant with the HIPAA Security Rule. HIPAA-covered entities have struggled to achieve HIPAA compliance since the Act's enforcement date. Specifically, academic medical centers have struggled to achieve and authoritatively document their compliance with the HIPAA Security Rule. To aid HIPAA-covered entities in confirming and documenting their HIPAA Security Rule compliance, the HITRUST Alliance has published the Common Security Framework. Thomas Jefferson University selected the Common Security Framework to help them assess and document their HIPAA Security Rule compliance. However, there is a documented gap in the literature on successful methods for implementing information security-related projects, particularly HIPAA compliance. In this single-case case study, the author examined the implementation of an Information Security Framework based on Agile values. Specifically examined were the values of (a) individuals and interactions over processes and tools; (b) working software over comprehensive documentation; (c) customer collaboration over contract negotiation; and (d) responding to change over following a plan. The results of this investigation indicated that an information security framework implementation based on Agile values is a viable approach for successfully implementing the Common Security Framework at an academic medical center.

M. Tech. Business Administration / This study was undertaken to establish the critical success factors from the literature that are present in success of projects and to identify the positive impact in project management. The study was quantitative in nature and primary data was collected using an online structured questionnaire as a research instrument to the target population following a survey method. Bar-charts were used to present the results and t-test was used for the analysis of the data in view of the objectives of the research. For t-test, a significance level was set at a = 0.05. In the South African context, the findings showed that communication, scope management and a project team in project success; planning, top management support and commitment and risk management in project management success were found to be the important critical success factors as they were ranked top 3 respectively.

Primary goal of my thesis is managerial recommendation, which should ease the management decision making process whether AutoCont would add Private cloud (SaaS) option of project management software in its service portfolio. There will be presented the Total Cost of Ownership analysis for both On premise and Private cloud option on an example of SME in practical part.

The company Logio is a representative project managed companies and it focuses on logistics process optimalization in particular. The goal of this diploma thesis is to analyze current state of the project management within this consulting company and to propose a solution of its project management improvement. A supplement of this diploma thesis is also a proposal of the project management metodology framework that could be used in this company.