<p> In 2016 Caterpillar Inc. made the corporate decision to close the Newberry, SC manufacturing facility and move a portion of their power generation product line to the engine assembly facility in Seguin, TX. This case study documented and evaluated the project management strategy utilized to execute the transition. The case study aimed to understand the power generation project’s effectiveness. The case study’s research questions included:</p><p> 1. What factors facilitated or hindered the power generation transition project?</p><p> 2. How did the project team develop the project plan, prepare for the execution, and ultimately execute the project?</p><p> 3. How was the team developed from project management to initial leadership?</p><p> Utilizing qualitative research methods available in NVivo 12 Pro, including analyzing the project’s details and reviewing similar project methods in Seguin, the research summarized the project and presented an evaluation to understand project management within the facility. The resultant themes aligned with Olivier Mesly’s (2016, p. 14) project management “four P’s,” including “plan,” “process,” “people,” and “power.” In addition, “challenges” was added as an additional theme to capture important influences on the project.</p><p> The resultant research culminated in recommendations that organizations within Caterpillar Seguin can use to execute large-scale, complex projects.</p>

This thesis is a systemic examination of my practice as an educator specialising in the development of early career project managers. This inquiry is conducted through an internal inquiry into my living theory and an externally focussed inquiry into the journey that the early career project managers take to becoming a project manager. Four broad foci of my living theory are identified, ‘Soft Systems Methodology’, ‘Action Learning’, ‘Reflective Practice’ and ‘Systemic Practice’. These are discussed in order to consciously consider the foundations of my practice and to identify areas where the practice has been eroded through familiarity and developed through innovation. The external inquiry draws on three sources of qualitative data. The first two sources of data explore the experiences of students enrolled on the MSc in Project Management at Lancaster University during an action learning project. These two sources are an analysis of ‘word clouds’ and ‘critical incidents‘ presented in the dissertations that reflect on these projects. The third source of data is a series of interviews held with alumni of the MSc in Project Management at Lancaster University. These two areas of inquiry combine to present a framework for project management practitioner education that comprises of three broad areas of development. These areas of development align to the ‘ways of knowing’, ‘ways of doing’ and ‘ways of being’. The ways of knowing zone is made up of the development of a systematic approach to project management. This zone is complemented by the ‘ways of doing’ that looks at the development of this systematic perspective through the development of a range of analytical and social skills. It is suggested that systemic eloquence may be gained by enhancing the ‘ways of knowing’ and ‘ways of doing’ with a systemic perspective that encompasses relational dispositions to the practice of project management. This relational disposition covers the ways in which project managers learn to understand the dynamics of the problem situations that they co-create with their stakeholders. Furthermore, it is noted that the development of project management practitioners should be facilitated through their experience in the practice of projects. This ‘hands on’ engagement combined with an approach to self-development founded on reflective practice helps to develop people capable of delivering projects rather than talking about the delivery of projects.

<p>The construction industry is suffering with many problems nowadays. Many projects are</p><p>getting failed and getting over budget. It has been generally noticed that chaos in</p><p>construction industry is only because of the absence of explicit theory of project</p><p>management. The paradigm of project management in construction is still following mass</p><p>production, which means considering only conversion activities. The present style of</p><p>conventional project management is based on two fundamental theories i.e. management-</p><p>as-planning (for planning and execution) and thermostat model (for control).</p><p>The new philosophy (lean production) considers production both conversion and flow</p><p>processes. The focus of lean production is to reduce flow processes, to improve the</p><p>conversion processes, and to reduce the wastes during production.</p><p>Among all other lean tools, this document is focusing on Last Planner System (LPS) for</p><p>the production control system. In the end of the document, two case studies have been</p><p>mentioned in which it is clearly demonstrated that, when project managers used the LPS</p><p>the value of PPC (percent planned completed) and PF (performance factor) have been</p><p>more salubrious as compared to the absence of LPS during the execution of the project.</p>

The construction industry is suffering with many problems nowadays. Many projects are getting failed and getting over budget. It has been generally noticed that chaos in construction industry is only because of the absence of explicit theory of project management. The paradigm of project management in construction is still following mass production, which means considering only conversion activities. The present style of conventional project management is based on two fundamental theories i.e. management- as-planning (for planning and execution) and thermostat model (for control). The new philosophy (lean production) considers production both conversion and flow processes. The focus of lean production is to reduce flow processes, to improve the conversion processes, and to reduce the wastes during production. Among all other lean tools, this document is focusing on Last Planner System (LPS) for the production control system. In the end of the document, two case studies have been mentioned in which it is clearly demonstrated that, when project managers used the LPS the value of PPC (percent planned completed) and PF (performance factor) have been more salubrious as compared to the absence of LPS during the execution of the project.

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.

Thesis (MAppSci in Project Management) --University of South Australia, 1992

Thesis (Ph. D.)--University of Hong Kong, 1998. / Includes bibliographical references.

Thesis (M. Eng.)(Industrial)--University of Pretoria, 2002. / Includes bibliographical references.

The UK Fashion Industry (FI) is both volatile and fast-changing. Notably, the clothing and jewellery industry contributes £16 billion annually to the UK’s revenues. However, small and medium-sized (SMEs) fashion companies are stressed to survive the harsh global competition. The companies have to manage their routine projects, thinking constantly about keeping their market position and how to develop further in their industry. Thus, the FI requires an in-depth understanding of the success factors to survive in this competitive marketplace. A detailed literature review has been conducted to discover the background of the FI and also to understand the basic requirements of daily operations and strategies used for development and growth. As there is not much empirical study available in the area of FI, a qualitative exploratory study has been chosen as the research methodology for this particular research. A multiple case studies approach was chosen to cover eight case studies located in Leicester, Luton and London. The study is interpretative and social constructionism is its philosophical approach; and hence, the context of the study has to be interpreted in its own ethnographical setting, why and how participants construct the meaning of project management (PM). This data triangulation provided the study qualitative credibility of the findings. The data analysis found four main themes, comprising fifteen sub-themes. ‘PM capabilities’ is the most important theme for completing the daily routine operations; these are also highly utilised in the UK FI SMEs. ‘Sensing new opportunities’ is the second important theme for advancing further; these are utilised by SMEs to remain up-to-date with the market environment. ‘Manufacturing capabilities’ is the third theme found helping SMEs with their routine manufacturing base in the UK: how they extended their trade through manufacturing. ‘Jewellery industry (JI) capabilities’ is the fourth theme helping the JI to outsource and deal with trust and relations in their trade. The study contributes to the UK FI SMEs by suggesting Dynamic Project Management (DPM) approaches specific to each industry, namely, the clothing, jewellery and designer industries. Research findings also suggest that new dynamic strategies need to be sensed, adopted and learned for the development and survival of these SMEs. The benchmarking tool, provided through status categories, will guide any company in the FI to compare its progress and take steps for further development. PM tools and techniques suggested for use by these FI SMEs will also help them with further improvement in project operations.

The work deals with using Project Management Office when managing project portfolio. Theoretical part characterizes project from a perspective of project life cycle, staffing on project and project risks. Next it describes particular organizational levels of Project Management Office and activities that could be done by Project Management Office. Last but not least it provides overlook of maturity of project management in the Czech Republic. Practical part analysis on example of financial company the processes taking place in corresponding phases of a project. Next the processes of change management, risk management, project deliverables, quality assurance, reporting and budgeting are analyzed. At the end of this work the processes are evaluated and the steps for improvement are formulated.