Thesis. 1976. M.S.--Massachusetts Institute of Technology. Dept. of Civil Engineering. / Microfiche copy available in Archives and Engineering. / Bibliography: leaves 270-272. / M.S.

The master's thesis focuses on project management. The basic terms of project management, the lifecycle of a project and project stakeholders are decribed in the theoretical part of the thesis. The EVM method and survey are characterized in the methodological part of the thesis. Afterwards Komerční banka, a.s. and its project management practice are presented. The essential part of the thesis consists of the analysis of a selected project and a survey in Komerční banka, a.s. The final part of the thesis presents recommended measures resulting from the analysis.

O objetivo geral desta tese de doutorado é identificar a relação entre o escritório de gestão e o sucesso de um projeto de pesquisa científica. Parte-se do pressuposto de que o escritório de gestão de projetos impacta o custo, o tempo e a qualidade dos projetos, variáveis que estão relacionadas com a eficiência segundo a revisão da literatura. Também é esperado que os projetos de pesquisa científica com relativamente maior número de bolsistas, maior titulação do cientista, dependendo da área do conhecimento e do tipo de financiamento, tenham maior número de publicações e se destaque pelo impacto científico. Para testar as hipóteses levantadas, esta tese de doutorado utilizou a revisão sistemática da literatura e o levantamento de dados de projetos de pesquisa científica financiados pela FAPESP e executados na FMRP. As hipóteses foram testadas utilizando-se o teste de independência qui-quadrado, regressão logística binária e regressão linear múltipla. Como resultado, o estudo mostrou que o escritório de gestão de projetos pode contribuir para o sucesso de um projeto de pesquisa científica. Os cientistas teriam atingido o sucesso sem esse apoio; porém, foi demonstrado que o escritório de gestão de projetos cumpre com eficiência o papel de poupar o cientista de tarefas burocráticas, para que ele dedique seu tempo a outras tarefas, como a orientação de estudantes e a divulgação da pesquisa, um resultado esperado do ponto de vista do referencial teórico. Esse resultado sugere maior foco em aspectos da eficiência do que nos aspectos da efetividade. Os testes e resultados restringem a generalização dos resultados, pois se basearam em dados de apenas uma unidade (FMRP), no período de 2009 a 2015, de projetos financiados pela FAPESP, e por isso deve haver outras variáveis que poderiam contribuir para o sucesso de um projeto de pesquisa científica quando outros contextos são avaliados. Entre as diversas sugestões para pesquisas futuras, recomenda-se a implantação de um centro compartilhado de gestão de projetos no Campus da USP em Ribeirão Preto, a análise do efeito de outras variáveis e a aplicação de um survey junto aos cientistas que contam e que não contam com o apoio do escritório de gestão de projetos da FMRP, para verificar a percepção de sucesso do projeto de pesquisa científica. / The general objective of this doctoral thesis is to identify the relationship between the management office and the success of a scientific research project. It is assumed that the project management office impacts the cost, time and quality of projects, variables that are related to efficiency according to the literature review. It is also expected that the scientific research projects with a relatively higher number of scholarship holders, the higher the qualification of the scientist, depending on the area of knowledge and the type of funding, will have more publications and be highlighted by the scientific impact. To test the hypotheses raised, this doctoral thesis used the systematic review of the literature and the data collection of scientific research projects financed by FAPESP and executed in the FMRP. The hypotheses were tested using the chi-square independence test, binary logistic regression and multiple linear regression. As a result, the study showed that the project management office can contribute to the success of a scientific research project. Scientists would have achieved success without this support; however, it has been demonstrated that the project management office efficiently fulfills the role of saving the scientist from bureaucratic tasks, so that he devotes his time to other tasks, such as student orientation and the dissemination of research, an expected result from the point of view. View of the theoretical framework. This result suggests a greater focus on aspects of efficiency than on aspects of effectiveness. The tests and results restrict the generalization of the results, since they were based on data from only one unit (FMRP) in the period from 2009 to 2015 of projects financed by FAPESP, and therefore there should be other variables that could contribute to the success of A scientific research project when other contexts are evaluated. Among the several suggestions for future research, it is recommended the implementation of a shared project management center at the USP Campus in Ribeirão Preto, the analysis of the effect of other variables and the application of a survey to the scientists who count and do not count With the support of the project management office of FMRP, to verify the perception of success of the scientific research project.

The capture and beneficial application of learning from past experiences in projects has been an area of interest and debate for many years. The implementation of lessons learnt is commonly acknowledged as difficult. Existing studies point to the deficiencies in current practice but few propose practical approaches to improve the situation. A key barrier to learning in projects is the time-critical nature of most projects which makes the creation of time and space to learn and then apply the resultant learning problematic. Other inhibitors include the variety and temporality of project teams, the geographical spread of many projects and client pressures to reduce costs. The aim of this research was to improve project learning processes in multi-phase project environments through the identification and application of relevant organizational learning and knowledge management theories. The research was based on a single company longitudinal case study in an infrastructure support services organization. An event-based approach to project lessons was developed which focuses on benefits realisation and measurement. The processes employed overcome some of the key barriers to the effective capture of lessons learnt and their subsequent implementation i.e. shortage of time, different learning styles of individuals, lack of effective capture mechanisms, poor articulation of benefits realisation, lack of management sponsorship. A model was also developed which acts as a multi-faceted lens which aids the understanding of the dynamics of project-based learning. The model was tested through a series of workshops. In order to assist the roll-out of the new approach across the case study organisation and outline implementation guide that has been developed. The approach can also be promoted externally to improve project management practice across the wider construction industry. In addition, the study also revealed that event-based enactment of complex/abstract theories can be used as a tool to create improved praxis by overcoming the need to explain the theories to the actors involved. The main contribution to research is the development of a new approach which extends existing theory in the areas of learning, knowledge management and boundary objects in multi-phase project contexts. It achieves this through the synergistic use of the theories employed which support the development of reflective practitioners with the skills to engender a 'learning how to learn' culture within project-based environments. Further testing of ongoing benefits monitoring and establishing causality is needed. Overall, the methodology developed is highly adaptable and can be used by others in different organizational contexts to improve organizational learning, business performance, client satisfaction and wider stakeholder outcomes.

abstract: The discipline of continuing professional development (CPD) is well defined and established within a variety of industries, such as medical, legal, and financial. The built environment is a less defined and mature industry with respect to educational pathways and professional education, with no uniform structure. Occupational licensing, such as registered nurses, certified professional accountants, and others are well known within both their industries and the public. Additionally, occupational core-competencies are well established. Planning is a core skill set within the built environment and construction management. Definitions of the term “planning” vary quite broadly across the built environment, but generally includes activities such as risk identification, scope identification, and scheduling. Understanding how professionals in the built environment learn to plan is critical to meeting CPD needs for planning skills and the ability of a professional to “plan” effectively. Many planning tools and software have been developed, but often rely on an individual professional’s personal experiences and abilities. Limited literature in the field of professional education in the built environment has left a gap on the topic of how to train professionals in planning competencies. Survey results indicate that current training is not meeting the expectations of professionals, as only 16 percent of professionals are trained how to plan using their preferred method of learning. While on-the-job training is the primary format, the most preferred format is internal company training, but only 54 percent of companies provide this format. Mann-Whitney U and Kruskal Wallis tests were conducted and revealed that organizations with internal training programs have higher employee satisfaction with their organization’s planning process. Further, organizations with internal training programs are seen as having a more formal internal planning process. Research is needed to develop CPD within construction management and provide the foundation upon which a professional education structure can be created. An andragogically-centered schema for a heuristic approach to construction CPD is developed and tested on a seminar for pre-project planning. The full instructional design of the seminar using the model is disclosed and seminar results showed positive results and participants achieved high levels of learning. / Dissertation/Thesis / Doctoral Dissertation Engineering 2018

Este é um estudo sobre o conhecimento da importância que o gerenciamento dos projetos tem no desempenho dos projetos que procuram aumentar a eficiência nos processos das empresas. Trata-se de um tema que se converteu em um desafio para as empresas e os profissionais que trabalham nesse campo, já que não existem muitas pesquisas sobre a relação entre os projetos de eficiência e as ferramentas de gestão de projetos. O presente trabalho tem esse foco e foi orientado pelo seguinte problema: qual é a contribuição percebida das ferramentas da gerência de projetos para o desempenho dos projetos de eficiência dos processos? Para responder à pergunta, foi analisados os projetos que procuram melhorias nos processos nas empresas. Além disso, estudou-se as ferramentas do Project Management Institute (PMI). Por último, se avaliou a contribuição percebida das ferramentas do PMI para o desempenho dos projetos que procuram melhorar a performance dos processos nas empresas. A pesquisa é de natureza descritiva e exploratória com uma abordagem quantitativa. O desenvolvimento do estudo envolveu pesquisa bibliográfica e questionário. O questionário foi aplicado a professionais com experiência no desenvolvimento de projetos de melhoria de processos e em gestão de projetos nos países do Brasil e da Colômbia. Os resultados indicaram que as ferramentas de gestão de projetos contribuem para o desempenho dos projetos Lean, Kaizen, Seis Sigmas e Reengenharia, mas nem todas as ferramentas contribuem para cada um destes projetos. Também identificou-se que a contribuição das ferramentas de gestão de projetos pode variar entre moderadamente significativa ou extremamente significativa. Além disso, percebeu-se que o uso e a percepção da contribuição das ferramentas de gestão de projetos usadas neste tipo de projetos varia de um país para outro, neste caso o Brasil e a Colômbia. Com este estudo, espera-se contribuir com conhecimento no campo da administração de projetos e de produção para estudos futuros. / This is a study about what the knowledge of the importance of project management has on the performance of projects that seeks to increase efficiency in the processes of companies. This subject has become a challenge for companies and professionals who work in this field, because there is not much research about the relationship between the efficiency of projects and project management tools. This study has that focus and was guided by the following problem: what is the contribution of the perceived project management tools for the performance of process efficiency projects? To answer this question, the projects seeking process improvements in companies were analyzed. Furthermore, we studied the Project Management Institute (PMI) tools. Finally, this study assessed the perceived contribution of the PMI tools for the performance of projects that seek to improve the performance of processes in companies. The research is descriptive and exploratory with a quantitative approach. The development of the study involved literature review and a survey. The questionnaire was applied to professionals with experience in the development of process improvement projects and project management in Brazil and Colombia. The results indicated that the project management tools contribute to the performance of projects Lean, Kaizen, Six Sigma and Reengineering, but not all tools contribute to each of these projects. It was also found that the contribution of project management tools can range from moderately significant or extremely significant. Moreover, it was noticed that the use and perception of the contribution of the project management tools used in these types of projects could be different from one country to another, in this case Brazil and Colombia. With this study, a contribution is expected to be made to the field of project management and production for future studies.

Project managers have a major role in the construction and completion of projects. Much of their work consists of reviewing, clarifying, and coordinating information required by the field management and subcontractors performing the work on the job site. The assistance they give with the transfer of information helps with successfully completing projects. For many people, the largest indicator that a project was successful is that construction activities were completed on schedule. While finishing on schedule may be the primary focus of those involved with construction activities, projects still struggle to finish on time. The purpose of this study is to find out what construction industry professionals consider important skills, tools, and knowledge for helping project managers finish the projects they manage on schedule. Research results found the general topics of management and scheduling are the most important for project managers to understand. Within the topic of scheduling, the importance of material procurement ranked highest of the specified subcategories. Construction professionals also ranked working with subcontractors, understanding project documents, weekly project meetings, working with owners, and having interpersonal and communication skills as important topics that will help project managers keep their projects on schedule.

Classroom-based projects are insufficient, in of themselves, when preparing students for positions in the digital media field today. David Kolb and Roger Fry argue that effective learning entails the possession of four different abilities: concrete experience, reflective observation, abstract conceptualization and active experimentation.2 Encouraging students to participate in community-based projects outside the classroom can help build the necessary skill sets in learning how to work in a real-world environment. Community-based learning teaches the student on three distinct levels: intellectually, socially, and emotionally including feelings, values, and meanings. Digital Media students should involve themselves in community projects to exercise their skills and broaden their experience. Working on community-based projects allows them to build their portfolio while affording the opportunity to start working under the constraints of actual projects with timelines and budgets. Students learn what an individual’s time is worth, what mistakes can cost, and how to deal with a client. Students also learn how to manage a real world project with deadlines. This paper describes our approach in having students come together to enhance their digital media skills by contributing in the development of a community-based animation festival. This paper also addresses how students learned to plan and manage a festival event while working with a community-based organization.

Change the way you manage your time and your work for good, right now, today! If your desktop is covered with icons, you have multiple flash drives, you never back up anything or you re-do work you're pretty sure you've already done because you can't find it or aren't sure which is the latest version, this is for you! Using easy, practical principles from knowledge and project management, we'll talk about PC file structure and versioning; physical and virtual storage and backups; bookmark management; feeds and alerts; effective e-mail; time management; and cloud computing. The secret to never procrastinating again will also be revealed!

El presente trabajo de investigación desarrolla la propuesta de un modelo de dirección de proyectos del sector minero en el Perú con indicadores sociales adaptado a los lineamientos de La Guía del PMBOK® 6ta edición, con el objetivo de contribuir en el desarrollo del conocimiento de temas desatendidos en la dirección de proyectos. En Latinoamérica, solo el 10% de la literatura se enfoca en el aspecto social de las organizaciones, lo que evidencia un latente descuido académico en el campo. El Perú posee un nivel de progreso social aceptable, medio- alto, según el SPI (2018); sin embargo, resulta interesante reconocer una gran deficiencia en el campo de oportunidades sociales. En este sentido, los estándares globales descritos en La Guía del PMBOK® 6ta edición, sirven de referencia para la propuesta de un modelo que, tiene como objetivo principal, profundizar en el desarrollo de indicadores sociales en el ámbito de la dirección de proyectos. De este modo, se deja en evidencia la falta de formalización y estandarización en la dirección de proyectos, desde una óptica social y con un enfoque en la gestión de los interesados. Es así, que los objetivos de la presente investigación son alcanzados mediante el uso de un instrumento de primera mano, cuya tarea fundamental es conocer a los interesados clave en la dirección de proyectos mineros y adaptar los indicadores sociales existentes en la literatura, a su realidad problemática. / The present research work develops the proposal of a project management model of the mining sector in Peru with social indicators adapted to the guidelines of the PMBOK® Guide 6th edition, with the aim of contributing to the development of knowledge of underserved topics in project management. In Latin America, only 10% of the literature focuses on the social aspect of organizations, which shows a latent academic neglect in the field. Peru has an acceptable level of social progress, medium-high, according to the SPI (2018); However, it is interesting to recognize a great deficiency in the field of social opportunities. In this sense, the global standards described in the PMBOK® Guide 6th edition, serve as a reference for the proposal of a model whose main objective is to deepen the development of social indicators in the field of project management. In this way, the lack of formalization and standardization in project management is evidenced, from a social perspective and with a focus on the management of stakeholders. Thus, the objectives of this research are achieved by a first-hand instrument, whose main task is to meet the key stakeholders in the management of mining projects and adapt the existing social indicators in the literature, to their reality. / Trabajo de investigación