• Refine Query
  • Source
  • Publication year
  • to
  • Language
  • 2694
  • 2196
  • 1954
  • 596
  • 298
  • 172
  • 119
  • 114
  • 107
  • 94
  • 80
  • 78
  • 73
  • 68
  • 67
  • Tagged with
  • 9607
  • 3637
  • 1437
  • 1249
  • 1060
  • 860
  • 823
  • 761
  • 745
  • 698
  • 663
  • 657
  • 568
  • 551
  • 540
  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
11

An evaluation of the competency of project manager in relation to project success /

Du, Fei. Unknown Date (has links)
Thesis (MProjMgmt)--University of South Australia, 2001.
12

Project management Department of Defense body of knowledge (PMDoD/DBOK) /

Lim, Yong Hai. Unknown Date (has links)
Thesis (MAppSc in Project Management) -- University of South Australia, 1994
13

Understanding Required Capabilities of Leading Users in Hospital Information System Development Project

Chiao, Hsiu 26 August 2011 (has links)
In order to response to the demands resulted from environmental changes, hospital launches various information system development projects. Different from most information system development projects in the past, which are leaded by developers, the leaders of those projects are physicians or administrators. Unfortunately, the observed project failure rates are high. Since those projects are highly related to the operational performance of hospital, there is a needed to investigate into this issue in depth. Among those factors contribute to high failure rates, one very important cause is that many project leaders are lacking of adequate capabilities. This study adopted case study approach. After interview the leaders, members, and developers of three projects, critical capabilities that project leader should possess are identified. I concluded that those non-IT background project leaders should possess at least five basic capabilities, including knowledge, project management ability, interpersonal skills, ability to distribute resources, and flexible capacity. I also identified their priority based on project characteristics. The results can serve as reference for project leader selection in hospital and basis for future studies in this area.
14

The project manager's lieutenant for logistics : a study of the chief logistician's key roles in reducing operation & support costs during developmental programs /

McGee, Michael E. January 2002 (has links) (PDF)
Thesis (M.S.)--Naval Postgraduate School, 2002. / Thesis advisor(s): David F. Matthews, Thomas C. Pieplow. Includes bibliographical references (p. 83-87). Also available online.
15

Discriminant function analysis for categorization of best practices

Lee, Sang-hoon, January 2001 (has links)
Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references. Available also from UMI/Dissertation Abstracts International.
16

Development of project management application suite for improved communication & project development

Wiedeman, Sherée. January 2006 (has links) (PDF)
Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on Sept. 7, 2006). Includes bibliographical references.
17

Understanding process improvement : social psychological factors affecting the use of project management practices /

Thornley, Russell K. January 2004 (has links) (PDF)
Thesis (Ph. D.)--Brigham Young University Dept. of Psychology, 2004. / Includes bibliographical references (p. 128-138).
18

The design and production of ecocities : a case study of the Halifax Project /

Orszanski, Roman. January 1993 (has links) (PDF)
Thesis (M. Env. St.)--University of Adelaide, Mawson Graduate Centre for Environmental Studies, 1994. / Includes bibliographical references.
19

Competencies of project managers in Hong Kong

Kwok, Chor-wo. January 2004 (has links)
Thesis (B.Sc)--University of Hong Kong, 2004. / Includes bibliographical references (p. 92-107)
20

Die projekbestuursproses : 'n teoretiese beskouing

Cawood, Wayne Thomas 20 August 2012 (has links)
M.Comm. / Project management as management discipline is still very young when compared to other components of the management discipline. From the literature studied, it is clear that there is a current upsurge in the interest in project management. More and more books and publications about this topic are being published. Various organisations are being formed to support the project manager and project management. Even certification for project managers was recently introduced. This study aims to give a theoretical basis to the project manager. A project is defined as a once off unique task that is comprised of an interrelated set of activities. The tasks in a project are of a non-repetitious nature and a project has definite goals, which must be achieved. The project manager has to be able to manage change if he is to be successful in his career as project manager. Three basic concepts which are prominent in project management are time, cost and quality. A project can be broken up into various distinct phases which when combined form the project life cycle. The life cycle of a project is of importance because the different phases within a project give the project manager the ability to structure the management process. The different phases each require different resources from the organisation. Project planning is to a great extent the lifeline of a project. Without planning a project is doomed to failure. All parties involved need to participate in the planning phase of a project. The result of the planning phase is the project plan, which combines the effort of all the parties into a set of documents. Organisational structures play an important role in the success of projects and project management. Each organisation has to decide which organisational structure is suitable for their application according to their project requirements. There is no definite structure that will work for every organisation. It is recommended that anagers are exposed to project management. Theoretical as well as practical knowledge is essential to the manager who wishes to become a successful project manager

Page generated in 0.0745 seconds