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.

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.

Thesis (Ph. D.)--University of Texas at Austin, 2001. / Vita. Includes bibliographical references. Available also from UMI/Dissertation Abstracts International.

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Purpose: The purpose of this thesis is to describe how IKEA AB, works with projects today. Further, the aim is to give a suggestion on how a Project Management Information System could look like in the multi-project organization IKEA AB. In order to control and monitor, this study also includes performance measurements, in the form of KPIs, into the Project Management Information System.   Background: In today’s business life many companies are a multi-project organization with several ongoing projects at the same time. By using a Project Management Information System organizations are able to monitor, control and support projects. IKEA AB described having a set project methodology, but that project managers often work in their own way, and that this lead to a problem with monitoring and supporting project.   Methodology: The methodological approach in the study is action research. The contacts and interviews were conducted thru a semi-structured approach with people related to projects in different ways, project managers and management board members.   Findings: The findings of the study are that projects at IKEA AB are not conducted in a cohesive way. The suggestion for a Project Management Information System at IKEA AB containing of several parts; the system need to include a project plan, KPIs to monitor cost, time and resources, and project members feelings needed to be monitored during execution. The information also needed to be presented in two separate dashboards to deliver the right information to the right person.

This thesis will highlight leadership styles applied by project manager in different situations. In order to have a comprehensive understanding of the leadership style, the thesis will review some of the well known leadership theories including traits theory, behaviour theory and contingency theory etc. In addition, the concept of project management and project manager as well as project success are mentioned in the thesis. Issues will be identified at the end of literature review and they will be the focus in the following chapters. / Based on the information gathered from the literature review, case study and questionnaire survey are conducted to further investigation. Three cases related to construction and IT industries have been selected and they will be analysed to examine the situations matched with appropriate leadership style. Furthermore, project manager and his team members' roles will be identified in each case. Questionnaire survey has 50 questions that are designed to identify the respondent's opinions to project manager's roles, traits and their leadership style etc. / The findings of the research will be concluded in the last chapter. These findings show that project manager can not use a single leadership style in all situations. Therefore, project manager needs to clarify the surrounding and choose an appropriate style that will help him to achieve an effective environment in which project team members and other stakeholders can contribute their knowledge and skills to project success. Recommendations for the further investigation will also be put forward at the end of this chapter. / Thesis (MProjectManagement)--University of South Australia, 2006.

A professional status for project management will enable it to provide a better service to society. Project management is recognised as a discipline and embraced by many practitioners as an occupation. However, it is still not fully recognised as a profession due to some barriers that hinder its maturation as a profession. Judging by a sociological analysis of professions, occupation reach professional status by fully satisfying approaches of 'process' and 'characteristics'. / The endeavour to professionalise project management is an international effort. The process to achieve professional status and the characteristics of professions follows universal principles. Therefore, the literature review draws on information from the global context whilst the questionnaire survey focuses on Australia. / Outcomes of the literature review have been supported and enlarged by the questionnaire survey findings. The main barriers that hinder the maturation of project management as a profession are the following: firstly, weaknesses in knowledge base and philosophical principles; secondly, lack of project management competency at individual and organisational levels; thirdly, lack of project management courses at university levels; fourthly, lack of solid professional standards; fifthly, lack of project management culture in business organisations; sixthly, misuse of the title 'project manager' in the work environment; and seventhly and finally, frailness in professional culture and weak sense of community among practitioners. These barriers interact with and influence each other, thereby creating more barriers. / Project management is in the process of maturation as a profession. However, for project management to achieve this, it will mainly rely on the competency of practitioners and professional organisations to overcome the mentioned barriers. There is also the inherent factor of maturation: that is, time to achieve it. / Thesis (MProjectManagement)--University of South Australia, 2004.

Thesis (MProjMgmt)--University of South Australia, 2001.

Thesis (MAppSc in Project Management) -- University of South Australia, 1994

Thesis (M. Env. St.)--University of Adelaide, Mawson Graduate Centre for Environmental Studies, 1994. / Includes bibliographical references.