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  • 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.
81

International differences in project planning and organizational project planning support in Sweden, Japan, Israel, and Malaysia

Amy, Chin Mei Yen, Pulatov, Bakhtier January 2008 (has links)
<p>The study of the cultures has been a primary focus of sociology, psychology and anthropology since their inception. Increasing globalization has brought the attention of academics and practitioners to the study of national cultures and their differences into the management area. Likewise, the parallel trend towards running some business through projects has brought broader perspectives such as national cultures into the project management field. Recent academic literature demonstrated that national culture has a major impact on management practices. However, the element of national culture is elusively described in the project management field. No extensive tests were found on the comparison of the project planning among countries, which could help to establish relationship between national cultures and project planning capabilities. Using GLOBE study to capture national cultures and Project Management Planning Quality (PMPQ) model to capture project planning approach and organizational planning support, this paper addresses this gap by comparing national culture, project planning and organizational project planning support across four different countries: Malaysia, Japan, Sweden and Israel. The findings of this thesis are that there are both similarities and differences in project planning between different countries. In organizational project planning support practices, two clusters were identified. It attempts to answer questions about the relevance of culture to project planning and concludes with implications to project managers.</p>
82

<em> A proposed Generic Framework for Qualitative Risk Analysis Based on PMBOK</em>

Zarkani, Ershad January 2009 (has links)
<p><strong>This thesis presents a generic framework for project managers and/or other stakeholders to assist them in qualitatively assessing and evaluating project risks. The main structure of this framework is constructed based on risk management area in PMBOK (Project Management Body of Knowledge) standard. Additionally, different best practices and methods in the field of risk management and decision making are studied and embedded in the framework. In spite of being theoretical in nature, the framework can contribute to the project risk management area developed by PMBOK, opening the possibility of further research for its verification.</strong></p>
83

Minimizing Transaction Costs in Project-Based Organizations: A case study on suppliers’ engagements in delivery projects in the Swedish Construction Industry

Paradela Dominguez Aguilar, Astridh January 2010 (has links)
<p>In this changing world, companies have had to learn how to formulate and implement their strategies through projects and organizational structures in order to successfully face threats and opportunities. However, the management of multiple projects is not easy and due to this complexity, a new type of organization has emerged, called Multiproject organization. Depending to its characteristics, this new organization can be classified in project oriented (POO) or project based (PBO) (Arvidsson, 2009).</p><p>Before to execute a project, the organization needs to evaluate its resources and decide if should buy the project through contractors or make it with its own resources (Müller and Turner, 2005). A Project Based Organization (PBO) which manages multiple projects at the same time through contractors requires to keep a good monitoring and controlling project performance, and to create the best project governance structure.</p><p>About these subjects, there have been journals and books published since an academic perspective; but, not all of them have described these topics in a real organization. The aim of this research is to learn how these concepts are applied in a real project based organization, as well as the problems that can be faced and how they have solved them.</p><p>The purpose of this thesis is to show how a PBO deals with the governance of its contracts, considering how the PBO estimates the cost of the project, how it deals controlling the contractors and their projects, as well as how it minimizes the transaction‟s (i.e. the project‟s) economic and administrative costs. Based in the purpose of the study, the research question is: “How do project minimize transactions costs in supplier engagements in delivery projects in the Swedish construction industry? the construction of a railway in the north of Sweden and due to it has 130 major contracts, can be considered as a multi-project organization. The Unit of Analysis used is the transaction cost in supplier involvement in project. A single case study was chosen to present and analyze the information from the organization. It was analyzed qualitative data collected through semi-structured interviews which were applied inside and outside the company, in order to make a triangulation of the data collected.</p><p>The findings explained that the railway company analyzed, achieved to minimize its based organizations (PBOs)” In order to answer, it was selected an organization created for transaction costs on supplier‟s investments during the delivery project phase due to right selection of types of contracts, as well as those process and systems implemented in all the project offices. These process and systems helped it to detect on time potential problems as well as take decisions and covered: the selection of suppliers through the bidding process, the negotiation of contracts, the monitoring, controlling and reporting performance, the closure of the project and the last payments for contractors. The PBO tried to keep a good communication with contractors and at the same time, it developed a team work feeling in which both parts supported each other. It could be observed that : the  it is possible to achieve successfully the organization‟s objectives and minimize the transactions costs during the execution through essential factors as a careful and detailed planning, team work with all the areas involved, communication and hardworking.</p>
84

Minimizing Transaction Costs in Project-Based Organizations: A case study on suppliers’ engagements in delivery projects in the Swedish Construction Industry

Paradela Dominguez Aguilar, Astridh January 2010 (has links)
In this changing world, companies have had to learn how to formulate and implement their strategies through projects and organizational structures in order to successfully face threats and opportunities. However, the management of multiple projects is not easy and due to this complexity, a new type of organization has emerged, called Multiproject organization. Depending to its characteristics, this new organization can be classified in project oriented (POO) or project based (PBO) (Arvidsson, 2009). Before to execute a project, the organization needs to evaluate its resources and decide if should buy the project through contractors or make it with its own resources (Müller and Turner, 2005). A Project Based Organization (PBO) which manages multiple projects at the same time through contractors requires to keep a good monitoring and controlling project performance, and to create the best project governance structure. About these subjects, there have been journals and books published since an academic perspective; but, not all of them have described these topics in a real organization. The aim of this research is to learn how these concepts are applied in a real project based organization, as well as the problems that can be faced and how they have solved them. The purpose of this thesis is to show how a PBO deals with the governance of its contracts, considering how the PBO estimates the cost of the project, how it deals controlling the contractors and their projects, as well as how it minimizes the transaction‟s (i.e. the project‟s) economic and administrative costs. Based in the purpose of the study, the research question is: “How do project minimize transactions costs in supplier engagements in delivery projects in the Swedish construction industry? the construction of a railway in the north of Sweden and due to it has 130 major contracts, can be considered as a multi-project organization. The Unit of Analysis used is the transaction cost in supplier involvement in project. A single case study was chosen to present and analyze the information from the organization. It was analyzed qualitative data collected through semi-structured interviews which were applied inside and outside the company, in order to make a triangulation of the data collected. The findings explained that the railway company analyzed, achieved to minimize its based organizations (PBOs)” In order to answer, it was selected an organization created for transaction costs on supplier‟s investments during the delivery project phase due to right selection of types of contracts, as well as those process and systems implemented in all the project offices. These process and systems helped it to detect on time potential problems as well as take decisions and covered: the selection of suppliers through the bidding process, the negotiation of contracts, the monitoring, controlling and reporting performance, the closure of the project and the last payments for contractors. The PBO tried to keep a good communication with contractors and at the same time, it developed a team work feeling in which both parts supported each other. It could be observed that : the  it is possible to achieve successfully the organization‟s objectives and minimize the transactions costs during the execution through essential factors as a careful and detailed planning, team work with all the areas involved, communication and hardworking.
85

Project Management Tools in Software Development - the Use of JIRA in Soft-ware Project

Juzko, Michailas, Tjakradiwiria, Hermawan January 2011 (has links)
Introduction: As information technology has been developing so rapidly, it affects all business processes. Project management is also greatly affected, as organizations world-wide constantly strive for competitive advantage, major tools were produced and manage-ment control of project progress throughout their lifecycle is becoming increasingly recog-nized for its importance. Problem: The study of software project management tools has aroused a great deal of in-terest in modern research circles as well as inspired extensive research in the area of mana-gerial science. However, there still seems to be confusion, disagreement and limited re-search regarding these concepts of job performance. Purpose: The purpose of this thesis is to examine, how project management tools can af-fect the efficiency in a software development project. Efficiency will be measured by time, from project start to finish, human and financial resources. Method: An electronic qualitative and partly quantitative questionnaires were sent to three sampled companies. In each company one Web programmer, one project manager and one executive level employee had filled out the questionnaires. The acquired data was then ana-lysed in relation to the frame of reference. Frame of Reference: Theoretical framework is build on a literature within software pro-ject management field, Iron/Golden Triangle, Productivity Paradox, Technology Accep-tance Model, and Software Project Management. Conclusion: To conclude the results of the study, after analyzing the data gathered from various companies implementing JIRA has in all cases resulted in increased product quality, more efficient and faster communication, as well as lower product development costs. This means that implementing JIRA can be beneficial for time, money and quality of software development.
86

International differences in project planning and organizational project planning support in Sweden, Japan, Israel, and Malaysia

Amy, Chin Mei Yen, Pulatov, Bakhtier January 2008 (has links)
The study of the cultures has been a primary focus of sociology, psychology and anthropology since their inception. Increasing globalization has brought the attention of academics and practitioners to the study of national cultures and their differences into the management area. Likewise, the parallel trend towards running some business through projects has brought broader perspectives such as national cultures into the project management field. Recent academic literature demonstrated that national culture has a major impact on management practices. However, the element of national culture is elusively described in the project management field. No extensive tests were found on the comparison of the project planning among countries, which could help to establish relationship between national cultures and project planning capabilities. Using GLOBE study to capture national cultures and Project Management Planning Quality (PMPQ) model to capture project planning approach and organizational planning support, this paper addresses this gap by comparing national culture, project planning and organizational project planning support across four different countries: Malaysia, Japan, Sweden and Israel. The findings of this thesis are that there are both similarities and differences in project planning between different countries. In organizational project planning support practices, two clusters were identified. It attempts to answer questions about the relevance of culture to project planning and concludes with implications to project managers.
87

A study on project team organization for a company with flat functional department framework - A case of Formosa Heavy Industrial Cogeneration Department

Huang, Hsien-hui 12 July 2010 (has links)
Abstract Functional organization is nowadays the most common form of business organization structure, the company's department was established in accordance with business function and forms a pyramidal structure of organization, and this is the so-called traditional organizational structures. This organizational structure has the greatest advantage of the easy control and more accurate on the budget and cost calculations. In such functional organization structure, its main disadvantage is too slow in responding to condition changes and this reaction need interdepartmental coordination. If the environment changes faster or technology is a non-routine and interdependent, then the phenomenon of longitudinal decision-making information overloading and senior decision making slowly will take place. In such an organization, everyone used to wait for a high-level decision and lack of horizontal linkages and solve problem autonomously. Formosa Plastics Goup is a flat functional organization. Formosa heavy industrial is a subsidiary of Formosa Plastics Group, established in 1991. The main business of Formosa Heavy Industries Corporation in recent years has been changed from undertake co-generator power plant for group in-house company to undertake overseas cogeneration power plant turnkey projects. In order to make the project execution more efficient on integration, management and accomplish project per contract specified schedule, specification, quality, performance and under budgets, Formosa heavy industrial tried to execute project by means of project organization. But the power and responsibility of functional unit are often more obvious than project team, result in the project team was unable to implement the project of the desired performance. This research expects to know how large engineering companies organize their project teams and how good their performances are by investigating the characteristics and advantages of the project organization. Besides, expert interviews are conducted in two major engineering companies, GIBSIN Engineers, Ltd. and CTCI CORPORATION. And through the in-depth case study on corporate environment, corporate culture, enterprise system and the department characteristic, it is recommended that Formosa Heavy Industries Corporation Co-generation Department had better to take Matrix project organization. Formosa Enterprise system is given responsibility and authority according to its functional organization of vertical schema, inevitably, the project manager could not given formal authority that is departed from the established system of the company. The actual practice is to incorporate project manager into the decision making procedure of each functional division regarding of the project. One of the reasons is that the project manager can fully grasp the progress rates of various functional departments.Secondly, the project managers can follow the project implementation point of view to involve in the decision-making on the implementation of operations appropriately and Immediatly. Finally, this research recommends that the implementation would be required to the environment, organizational culture, interpersonal relationships, and information flow so can enhance the effectiveness of project execution. Key words: project management, project teams, functional organization, project organization.
88

A Research on Project Management of Petrochemical plant's Design-Build Contracts

Huang, Chih-Chiang 24 May 2002 (has links)
Abstract Recently, the engineering scale has been generating larger and larger, and the engineering content tends to be more complicated as a result of the rapid development of engineering techniques. There were so many defects incurred in traditional contracting method by separating and entrusting design and construction service work to different contractors. The owner of petrochemical industry therefore tends to adopt ¡§design-build contracts¡¨ in order to reduce engineering management manpower, shorten work duration, clarify engineering obligation and liability, advance engineering quality as well as save engineering cost. Engineering contractors have to go through the proposal preparation process and then the open bid or individual negotiation to bid for ¡§design-build contract¡¨. After being awarded, the successful contractors have to establish the objectives of projects as per contract and exert management expertise to enable the plant-building work being completed on schedule and under the fixed budget. And then hand over the plant to owner in smooth process and achieve the objectives simultaneously. Through literature review, theoretic structure of petrochemical plant¡¦s design-build projects and practical cases, this research integrates the theory of project management and sums up seven management methods as follows: (1) Proposal preparation; (2) Contract signing; (3) Project planning; (4) Project execution; (5) Project control; (6) Handing over engineering; and (7) Project closed-out for engineering contractors. These comprehensive management methods are aimed to achieve the five goals of engineering project, i.e. quality, schedule, cost, safety and the interaction with owner. Finally, the research makes some conclusions and recommendations to which the contractors can refer in undertaking design-build projects in the future.
89

A framework for improving pre-project planning

Sherif, Mohamed Ali January 2002 (has links)
In recent yerars there has been a general concern over the performance of the UK construction industry. This has been reflected in the reports of Latham (1994) and Egan (1998) stating that the UK is still suffering from underachievements and low productivity. Clients critisise the industry for not always achieving what they need and the majortiy of them are not satisfied with the quality of the construction industry. Many of the problems encountered in the design and construction phases orginate from from the pre-project planning phase. The main problems are frequently attributed to poor planning and poor identification of client needs which act as contributory factors to poor project performance. These problems have led to the need for a change in the construction industry by focusing on the roots of the problems attributed to poor performance. One approach that could help to improve construction performance is to pay more attention to the pre-project planning phase since major decisions concerning the project are made during this phase. The main aim of the research is to develop a framework for improving pre-project planning to enable construction clients overcome the problems that they encounter with other project participants. Such a framework would assisst construction clients to identify and communicate their needs more clearly to other stake holders. The framework provides a comprehensive tool to help solve problems that occur during pre-project planning with respect to project objectives and goals of the construction project to enable performance to be measured and improved. This thesis presents a framework for improving pre-project planning of construction projects. The methodology adopted to conduct the research involved a comprehensive literature review. Critical pre-project planning functions have been presented and tested through the questionnaire survey and case interviews to determine how clients perform pre-project planning
90

The relationship between project funding and construction systems /

Chan, Man-wai. January 1997 (has links)
Thesis (Ph. D.)--University of Hong Kong, 1998. / Includes bibliographical references.

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