The thesis focuses on project of highway tunnel Rojkov in northern Slovakia. It analyses opportunities of company Uranpres to take part in construction. It proposes technical and organizational actions using project management methods. The outcome is a feasibility study consisting of partial plans for administration and course of a project.

Thesis (M. Tech. (Business Admin.)) - Central University of Technology, Free State, 2014 / Research by the Global Entrepreneurship Monitor (GEM) continuously indicate that new venture creation success rate in South Africa is disturbingly low. This situation arises despite numerous support mechanisms in place to encourage citizens to establish their own businesses. This is an indication that current approaches to encourage new venture creation are not working. New approaches must therefore be found. The goal of this study was to combine the processes of project management and entrepreneurship, two seemingly diametrically opposed management philosophies into an integrated process model that will contribute to enhancing the new venture creation process. So, at the heart of this study is the wish to assist prospective entrepreneurs in their new venture creation journey. To achieve this objective, action research design, an emerging approach to qualitative research was adopted. Specifically, the canonical action research was used. Holistically, the study can be described as applied, cross-sectional, descriptive and exploratory in nature. Through a series of iterative canonical action research cycles, a model was developed. The results suggest that despite their seemingly diametrically opposed management philosophies, an integrated project management model for new venture creation is achievable.

M.Ing. (Engineering Management) / “A robust set of estimates puts a project on a firm footing from day 1, allowing the project manager to apply the right level of resources at the appropriate time. If the plan has been based on poor estimates, problems will occur during the execution of the project …” This statement places great importance on the ability to estimate costs as accurately as practicable early during a project life cycle. Many techniques have been proposed with the aim of aiding with the production of early cost estimates,which have acceptable accuracies necessary for Feasibility Study purposes. One such technique is Parametric Cost Estimating for developing Parametric Cost Models used in producing these conceptual estimates.At the heart of Parametric Cost Estimating Technique, is a fundamental statistical technique commonly known as Linear Regression Analysis.The problem that the research addresses is that of the general misconception found to prevail within project houses that some engineering systems are too complex to model using the Parametric Cost Estimating Technique. The objectives of this research are to investigate and demonstrate the effectiveness of this technique in predicting the costs of a system for Feasibility Study purposes. The objectives were achieved by conducting a secondary literature review of case studies of similar Parametric Cost Models that were developed by others for engineering systems of varying complexities. A second method used in achieving the objectives included formulating a case study in which a Parametric Cost Model was developed to illustrate the concept and to prove that the accuracies produced by the model meet the requirements for Feasibility Studies.The research was limited to initial project costs required for Feasibility Studies,ignoring the effects of qualitative factors,focusing only on the acquisition costs and not the total life cycle costs of the system.The case study was developed for a passenger motor vehicle as the system of interest because sufficient cost data in the form of vehicle retail price and performance specifications is publicly available in car magazines making it possible to build a meaningful Parametric Cost Model. The Parametric Cost Model was developed using Microsoft Excel 2007 and had a Mean Absolute Error Rate of 10.9% and the range of accuracy obtained, -20% to 10% with 67% confidence level and -30% to 30% with 95% confidence level, conforming to a Class 4 estimate which meets the accuracy requirements for a Feasibility Study.

The subject of this paper is the use of Earned Value Management in a sub-project of aninfrastructure project FSK02 (Bypass Stockholm contract 02), a sub-project that is organized as a matrix organization. The questions are how the use of Earned Value Management in a sub-project of the Stockholm Bypass project works and how the use of Earned ValueManagement is affected by the matrix organization. The method used is qualitative interviews with eight people in a sub-project on their view of the use of Earned Value Management andof the organization. The result shows how Earned Value Management is implemented in the project and how the basis for the Earned Value Analysis is produced. Furthermore, it shows anumber of problems with the use of Earned Value Management, which are caused by the matrix organization. One problem is that the matrix organization can make the structure of thework packages unclear. A second problem is that the matrix organization can make those responsible for the work packages feel left outside the project. A third problem is that there isan experience of difficulties to implement procedures and guidelines in the matrix organization. All of these problems make the reporting of fact for the Earned Value Analysis difficult.

No description available.

The thesis deals with implementation of information system in a real company, according to the IPMA standard. The realized project ensures rationalization and automation of client enquiry processing in the company. A long-term benefit is in providing business contingency.

This master’s thesis is focused on the use of project management in the construction of production hall. The theoretical part deals with methodics of project management that was applied for the project pre-study to be drawn up. The output of this paper is a set of concepts for the individual parts of the project plan describing the process and managing activities involved in the project.

Kyoto University (京都大学) / 0048 / 新制・課程博士 / 博士(情報学) / 甲第19114号 / 情博第560号 / 新制||情||99 / 32065 / 京都大学大学院情報学研究科社会情報学専攻 / (主査)教授 林 春男, 教授 田中 克己, 教授 喜多 一 / 学位規則第4条第1項該当

Omsättningen från projektverksamhet i Sverige uppgår till ca 1000 miljarder kronor per år. Enligt Svenskt projektindex är den genomsnittliga projektmognaden i Sverige 2,56 på en femgradig skala. Om Sveriges genomsnittliga projektmognad i genomsnitt ökade till 3,5 skulle det motsvara besparingar på mer än 100 miljarder kronor per år. Projektledning bör därför ses som en nyckelkompetens för alla företag och organisationer. Det finns idag stor mängd teoretisk kunskap om projektledning, verktyg och projektmodeller. Lösningen på svårigheterna att leverera projekt som uppfyller sina mål i tid och inom budget är sannolikt inte att skapa ännu mer ny teori utan att ställa sig frågan hur befintlig teori och forskning skall tillämpas i de enskilda fallen för att öka organisationens förmåga att driva framgångsrika projekt. Byggbranschen står inför samma utmaningar som övriga inom området projektledning. Samtidigt brottas byggbranschen med en produktivitetsutveckling som är svagare än för industrin i övrigt mätt i förädlingsvärde per arbetad timme. Problemet för det enskilda företaget är hur de ska förhålla sig till de utmaningar som finns idag med låg produktivitet i projekt och förväntade framtida ökningar i komplexitet och förändringshastighet. Vad kan en organisation, utifrån generella teorier och forskning göra för att öka sin projektmognad? Och även om en organisation vet vad de kan göra behöver de ställa sig frågan; av alla tänkbara saker som kan göras, vad bör organisationen prioritera och i vilken ordning bör organisationen genomföra förbättringar i arbetssätt och metoder för att gradvis öka sin förmåga att genomföra framgångsrika projekt? Utgångspunkten i detta examensarbete är undersökningen av ett enskilt företag och de olika handlingsalternativ som finns för företaget att lösa ovanstående problem, baserat på teoretisk vetenskap och företagets speciella förutsättningar. Slutsatsen är att mätning av projektmognad är en effektiv metod för att identifiera och prioritera förbättringsområden hos ett enskilt företag. Studien visar också att det är viktigt att börja metodiskt med grunderna innan ett företag implementerar en projektmodell med förhoppningen att modellen skall lösa företagers utmaningar. Grunden en projektmodell vilar på är konsekvent och systematisk tillämpning av relevanta arbetssätt och metodiker. Grunden behöver vara på plats innan övriga byggstenar läggs till. Denna rapport handlar om ett specifikt företag men det är rapportförfattarens uppfattning att tillvägagångssättet är generaliserbart och därför kan tillämpas även på andra företag som önskar öka sin projektmognad. / Turnover from project related business in Sweden amounts to approximately 1000 billion Swedish kronor per year. According to the Swedish project index, the average project maturity in Sweden is 2.56 measured at a scale of 1-5. Increasing the average project maturity in Sweden to an average of 3.5 corresponds to savings of more than 100 billion kronor per year. Project management should therefore be seen as a key competence for all companies and organizations. There is a great deal of theoretical knowledge today about project management, tools and project models. The solution to the difficulties in delivering projects that meet their goals is probably not to create even more new theory. The question should be how to apply existing theory and research to increase a specific organization's ability to drive successful projects. The construction industry faces the same challenges as others in the field of project management. At the same time, the construction industry is struggling with a productivity trend that is weaker than for the industry measured in value added per hour worked. Based on the challenges described above, the problem for the individual company is how they will adapt to the challenges today with low productivity in projects and future increase in complexity and increased rate of change. What can an organization do, based on theory and research to increase their project maturity? And given that the organization knows what they can do they then need to ask the question; of all possible things that can be done, what should the organization prioritize and in what order should the organization make improvements in methods and ways of working to gradually increase their ability to carry out successful projects? The starting point for this report project is the investigation of a specific company and the various options available for solving the above problems, based on project management theory, science and the specific conditions that characterize the organization. The conclusion is that measuring project maturity is an effective method for identifying and prioritizing improvement areas of a company. The study also shows that it is important to start in a structured way with applying the basics before a company implements a project model, hoping that the model will solve business challenges. The foundation on which the project model stands is the consistent and systematic application of the relevant working methods and methodologies. The foundation needs be in place before laying the other building blocks in place. Although this report analyzes what a specific company can do, the authors´s view is that the approach and the conclusions are generic enough to be applicable for other companies that want to increase their project maturity.

This thesis is focused on the evaluation of project management in chosen company,especially projects in the field of aviation. The aim of this thesis was to evaluate the project management system in the organization and to suggest possible changes, which will help to improve the prosperity and continuity of the business. In the theoretical part, the author studied the available literature on the basis of which is written a literature review. The practical part describes the system of project management in the organizations. At the beginning there is described the chosen company furthermore individual phases of the project lifecycle, responsibilities of the various participants in the project, needed resources, budget of the project, communication between the participants and used software. Afterwards were described the greatest problems with project management in the company and were suggest possible changes to improve.