Ralph Katz, Thomas J. Allen. / "February 1983." / Bibliography: p. 31-32.

Thesis (MEng)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: Project Management has already moved beyond the realms of an "orderwinning"- criteria to a "necessary-to-survive"-criteria. Increasingly people are drawn into project management without the correct qualifications or sufficient education in project management, especially in the area of project risk management. This project details the development of a case study in project management to facilitate this educational infilling in the services industry. This case study is based on a fictitious SPR project at an IT development company. The developed case study is an alternative project for the post-graduate course in Project Management at the University of Stellenbosch's Department of Industrial Engineering. Additionally, a tutorial in Microsoft" Project 2000® was also developed as supplementary material to this course. / AFRIKAANSE OPSOMMING: Projek bestuur het alreeds verby die stadium beweeg waar dit gesien word as 'n voorsprong bo ander mededingende maatskappye. AI meer word mense in die dienste sektor met onvoldoende opleiding in projekbestuur, veral in die area van projek risiko bestuur, daarby betrek. Hierdie projek bespreek die ontwikkeling van 'n gevallestudie om hierdie leemte aan te spreek, en is gebaseer op 'n besigheidsproses verbeteringsprojek by 'n IT ontwikkelingsmaatskappy. Die ontwikkelde gevallestudie dien as 'n alternatiewe projek vir die nagraadse kursus in Projekbestuur wat aangebied word deur die Universiteit van Stellenbosch se Departement Bedryfsingenieurswese. 'n Addisionele tutoriaal in Microsoft" Project 2000® is ook ontwikkel om hierdie opleidingsproses te fasiliteer.

Thesis (MEng)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Whenever projects fail, analysis of the causes has shown that risks were present from day one. Often individuals at some level in the project team have knowledge of these risks and they could have been identified and appropriate remedial action taken. Risk, whether identified or not, generally results in some increase in financial exposure on behalf of the organisation, but, if managed well, offers a potential that could lead to increased profits. There has been a tremendous explosion regarding the amount of data that organisations generate, collect and store. Managers are beginning to recognize the value of this asset and are increasingly relying on intelligent systems to access, analyse, summarise and interpret information from large and multiple data sources. These systems help them to make critical decisions at a faster rate or with a greater degree of confidence. Data mining is a promising new technology that helps bring intelligence into these systems. The purpose of this thesis is to present a methodology that integrates a data mining technique with a decision support system in order to form an intelligent decision support system. The implementation of such an intelligent decision support system will enable project and project risk managers to improve the management of and reduce risk within a project. This thesis consists of two sections. The first section describes the processes and characteristics of project management, project risk management, data mining and decision support systems. The aim is to provide the reader with a background about these four management methodologies. The second section describes the methodology of how the processes of project and project risk management can benefit from the integration of a data mining technique and a decision support system. An application that uses the case-based reasoning approach as a data mining technique to intelligently profile a project according to its risks is demonstrated. / AFRIKAANSE OPSOMMING: Wanneer projekte misluk, toon 'n analise van die oorsake dat risiko's vanuit die staanspoor daar teenwoordig was. Individuele persone op verskillende vlakke in die projekspan is dikwels daarvan bewus. Hierdie risiko's kon geïdentifiseer gewees het en regstellende stappe kon geneem gewees het. Risiko, hetsy geïdentifiseer of nie, loop gewoonlik uit op 'n sekere mate van toename in finansiële blootstelling namens die organisasie, maar wanneer dit goed bestuur word, bied dit 'n potensiaal vir verhoogde wins. Daar is 'n geweldige vermeerdering in die hoeveelheid data wat organisasies genereer, versamel en berg. Bestuurders begin alreeds die onskatbare waarde van hierdie bate besef en steun toenemend op intelligensiestelsels vir toegang, analise, opsomming en interpretasie van inligting van omvangryke en veelsoortige databronne. Hierdie sisteme stel hulle in staat om kritieke besluite vinniger of met 'n groter mate van vertroue te neem. Dataontginning is 'n belowende nuwe tegnologie wat daartoe bydra dat intelligensie in hierdie sisteme ingebring word. Die doel van hierdie tesis is om 'n metodologie wat 'n dataontginningstegniek met 'n besluitnemingsondersteuningsisteem integreer sodat 'n intelligente besluitnemingsondersteuningsisteem gevorm kan word. Die implementering van so 'n intelligensie besluitnemingsondersteuningsisteem sal projekbestuurders en projekrisikobestuurders in staat stelom die bestuur van 'n projek te verbeter en die risiko binne die projek te verminder. Hierdie tesis word in twee dele aangebied. Die eerste deel beskryf die prosesse en karakteristieke van projekbestuur, projekrisikobestuur, dataontginning en besluitondersteuningsisteme. Sodoende word aan die leser agtergrondinligting van hierdie vier bestuursmetodologieë verskaf. Die tweede deel beskryf die metodologie en hoe die prosesse van projekbestuur en projekrisikobestuur voordeel kan trek uit die integrasie van 'n dataontginningstegniek en 'n besluitondersteuningsisteem. 'n Toepassing is ontwikkel wat die gevallebasis beredeneringsbenadering as 'n dataontginingstegniek gebruik om 'n projek op 'n intelligente wyse volgens sy risiko's uit te beeld.

Many management studies report poor implementation of organisational strategy into practice (Yukl and Lepsinger, 2007; Li et al., 2008) and the absence within the literature of the question of how to translate strategy into effective practice provides the encouragement for this study. There are suggestions that by adopting a project management approach, organisations can better implement their overall strategies, meaning that what they do is properly and totally aligned with their goals (Pellegrinelli and Bowman, 1994). However, recent studies have concluded that project management makes little contribution to the achievement of organisational objectives, and possibly causes failure in this respect (Young and Grant, 2014). That said, Young and Grant (2014) have not provided any detailed information on the reason for such failure. At the same time, some management studies have revealed a number of challenges that confront organisations when approaching strategy implementation. Given these observations, this study aims to explore how organisations in Saudi Arabia are practising project management. It does so by adopting a qualitative method, involving thirty (30) face-to-face semi-structured and unstructured interviews undertaken in two phases with five organisations from the banking, property development, and higher education sectors. Two exploratory case studies (IT and Construction) were used to investigate the translation challenges in respect of strategy and project management implementation. From these, the study has identified a number of challenges confronting the participating organisations, and shows these challenges to be inter-related. Furthermore, it arrives at an understanding of why these challenges arise by investigating how the practice has been translated in these organisations. The tools and materials which resulted as objects from the translation are used to establish common knowledge, but are insufficient to create a clear view of the strategy within the participating organisations. Three main challengers related directly to the translation of project management practice emerged, namely: change, individual influences, and the role of the objects. The study makes several recommendations to improve the translation concept so that strategy implementation and overall project management practice can be enhanced. Additionally, it makes recommendations for further research to continue the efforts in this field of enquiry.

Disruptions can cause projects to fail. Within the project management literature, approaches to managing disruptions consist of uncertainty, risk, opportunity, change, and crisis management. These approaches focus on developing strategies to manage perceived threats and also work towards predicting risk, therefore, reducing vulnerability. This vulnerability-reduction only focus is limiting because it takes the focus away from the development of a general capacity for readiness and for responding to uncertain situations. A resiliency approach enables a simultaneous focus on vulnerability reduction, readiness and response and thus ensures recovery. Given the context and discipline specific nature of the resilience concept, and the little or no attention in projects, this thesis conceptualises resilience in projects. This conceptualisation is to enable the identification of factors to consider and indicators to ensure overall project recovery, through the identification of dimensions and antecedents of resilience respectively. The aim of this study therefore, is to develop a framework to conceptualise resilience in projects. To achieve this aim, three case studies, namely; building, civil engineering and engineering construction projects were investigated. Within each case study, the critical incident technique was employed to identify disruptions and their management through direct observations of human activities, narration of critical incidents and review of documents on disruption. Following this, a comparative analysis and synthesis of the case studies was carried out and findings revealed definition, dimensions, antecedents and consequences of resilience in projects. Specifically, resilience in projects is defined as; the capability of a project to respond to, prepare for and reduce the impact of disruption caused by the drifting environment and project complexity. The dimensions of resilience are; proactivity, coping ability, flexibility and persistence. Proactivity can be defined as an anticipatory capability that the project takes to influence their endeavours whilst coping ability can be defined as the capability to manage and deal with stress caused by disruptions within the projects. Furthermore, flexibility can be defined as the capability of a project to manage disruption by allowing change but ultimately making sure that the aim is maintained and persistence is the capability to continue despite difficult situations. Several antecedents of these dimensions of resilience are identified. For proactivity these include contract, training, monitoring, contingency and experience. For coping ability these include the contract, training, contingency and experience. For flexibility these include open-mindedness, planning, continual monitoring and continual identification of ideas and for persistence these include continual monitoring, planning and negotiation. Also, the consequence of resilience in projects is recovery through response, readiness and vulnerability reduction. This conceptualisation of resilience is then synthesised into a validated framework for resilience in projects. Theoretically, this research provides definition, dimensions, antecedents and consequence for resilience in projects and a theoretical starting point for the concept of resilience in projects. The significance of this research to practice is the identification and development of a more holistic perspective of managing disruptions in projects through the identified dimensions, antecedents and consequences. These dimensions, antecedents and consequences provide clarity for the roles of project managers and team members in managing disruptions and thus, expand the eleventh knowledge area; project risk management, of the Project Management Book of Knowledge (PMBOK). In addition, the dimensions, antecedents and consequences of resilience in projects contribute to the curriculum development in project management and thus, provide factors and indicators that project managers require in managing disruptions.

Submitted by Raniere Barreto (raniere.barros@ufvjm.edu.br) on 2018-05-10T17:01:41Z No. of bitstreams: 2 license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) acly_ney_santiago_oliveira.pdf: 19128373 bytes, checksum: 2369a2b1fc9649ffda95ca8cd848abd8 (MD5) / Approved for entry into archive by Rodrigo Martins Cruz (rodrigo.cruz@ufvjm.edu.br) on 2018-05-14T14:38:38Z (GMT) No. of bitstreams: 2 license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) acly_ney_santiago_oliveira.pdf: 19128373 bytes, checksum: 2369a2b1fc9649ffda95ca8cd848abd8 (MD5) / Made available in DSpace on 2018-05-14T14:38:38Z (GMT). No. of bitstreams: 2 license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) acly_ney_santiago_oliveira.pdf: 19128373 bytes, checksum: 2369a2b1fc9649ffda95ca8cd848abd8 (MD5) Previous issue date: 2016 / A quebra de paradigmas na ind?stria da constru??o civil tem se tornada rotineira, o crescimento vigente da concorr?ncia, o aumento das exig?ncias tanto do consumidor quanto dos ?rg?os fiscalizadores, a preocupa??o com o bem-estar do homem e a busca pela obten??o de um ambiente socialmente inclusivo, tem alterado as metodologias dentro do setor. Dessa forma, buscando gerar um trabalho inovador e que represente um modelo pr?tico aplic?vel de como lidar, n?o somente com os procedimentos gerais e necessidades de melhorias competitivas e inclusivas do setor supramencionadas, mas tamb?m com as vari?veis ?nicas de cada novo projeto, de forma a capacitar as empresas e profissionais do ramo a geri-los com efic?cia, fez-se o estudo de caso de uma obra pr?xima ao munic?pio de Te?filo Otoni. Partindo das informa??es contidas no Guia PMBOK?, (Project Management Body of Knowledge), e de conhecimentos t?cnicos adquiridos em 11 anos de atua??o em projetos de constru??o civil pelo autor, desenvolveram-se os m?todos e planos de gerenciamento abordados nesse estudo de caso. A manuten??o do escopo inicial com todos os par?metros de qualidade exigidos, atendendo aos anseios do cliente e comunidade envolvidos, bem como a redu??o em cerca de 20% do tempo e custo disponibilizados para a constru??o da obra, a forma??o e aprimoramento da equipe, o cumprimento de metas e outros grandes ganhos foram contabilizados, assegurando assim, a solidez da nova tecnologia elaborada, o que traz consigo novos horizontes em gerenciamento de projetos no dom?nio da constru??o civil. / Disserta??o (Mestrado Profissional) ? Programa de P?s-Gradua??o em Tecnologia, Sa?de e Sociedade, Universidade Federal dos Vales do Jequitinhonha e Mucuri, 2017. / The break of paradigms in the construction industry has become routine, the current growth of competition, the increasing demands of both the consumer and the enforcement agencies, concern for human well-being and the search for obtaining an environment socially inclusive, it has changed the methodologies within the sector. Thus, searching for generating innovative work and represents an applicable practical model of how to deal not only with the general procedures and requirements of competitive and inclusive improvements to the aforementioned sector, but also with the unique variables of each new design, to empower companies and industry professionals to manage them effectively, we made the case study of a work near the city of Te?filo Otoni. Starting from the information contained in the PMBOK? Guide (Project Management Body of Knowledge), technical knowledge acquired in 11 years of experience in civil construction projects by the author, have developed the methods contained in this case study. Maintaining the initial scope with all required quality standards, meeting the customer's wishes and the community involved, as well as the reduction of approximately 20% of the time and available cost, training and improvement of staff, the achievement of goals and other greater gains were recorded, thus ensuring the robustness of the new developed technology, which brings with it new horizons in project management in the field of construction.

[pt] O ambiente atual, instável e competitivo, obriga as organizações a acompanharem, sistematicamente, as áreas onde atuam a fim de melhorar o planejamento, reduzir riscos e aumentar os lucros no menor tempo possível entregando serviços ou produtos de qualidade. Um conceito cada vez mais utilizado com essa finalidade é o de gerenciamento de projetos, que vem despertando cada vez mais interesse por parte das empresas. O Project Management Institute, PMI, tem se empenhado em divulgar as melhores práticas de gerenciamento de projetos através do Project Management Body of Knowledge, PMBOK. Da necessidade de se comprovar o conhecimento dessas melhores práticas, o PMI criou a certificação Project Management Professional, PMP. Percebendo o crescente discurso ressaltando a importância das pessoas dentro da organização, tem-se buscado implementar políticas e práticas que visam elevar o comprometimento e a produtividade dos empregados, tendo essas políticas e práticas um impulso motivador. Desses dois conceitos - o de gerenciamento de projetos divulgado pelo PMI e o de motivação - surgiu o objetivo dessa pesquisa de analisar a possibilidade de aplicação da estrutura motivacional sugerida pelo PMBOK na área de Tecnologia da Informação de uma empresa pública que trabalha utilizando-se dos conceitos divulgados pelo PMBOK. / [en] The present environment, instable and competitive, oblige the organizations to follow, systematically, the areas where they operate in order to improve the planning, reduce risks and increase profits in the shorter time as possible, delivering quality services or quality products. A concept that has been used very often with this objective is project management, concept that is bringing more concern of the companies. The Project Management Institute , PMI, has been a great spreader of the best practices of management projects through the Project Management Body of Knowledge, PMBOK. From the necessities to verify the knowledge of these best practices, PMI created the Project Management Professional, PMP, certification. Perceiving the growing speech emphasizing the importance of people in the organization, this has searched to implement policies and practices that aim at fostering the compromise and productivity of the employees being performed. These policies and practices have a motivational impulse. From these two concepts, that of management project, spread by PMI, and of motivation - came to light the purpose of this research to analyse the applying possibilities of the motivational structure proposed by PMBOK in the Information Technology area of a public company, that applies the concepts spread by PMBOK.

The purpose of this study is to examine howthe intellectual, social/emotional and managerial competencies of a project managers are valued by the line manager and project manager to provide a framework for categorizing the competencies which can be used for HR purposes. Previous research has developed a framework of 15 competencies connected to intellectual, emotional and managerial intelligence. Studies have linked the competencies of a project manager to project success. Research emphasizes the need of integrating and involving the project manager to have an active role in competence management. However, the competence management of the project manager is not as widely discussed. With this background, it is therefore interesting to study how the employees involved ina project value the competencies of a project manager and to further discuss the HRM practices for a project manager. Six interviews were held with one line manager and five project managers working at a Swedish energy company. Inline with previous research, this study found that the 15 competencies of a project manager are valued important by the line manager and the project managers. Based on the empirical findings the 15 competencies were categorized into four categories; perceptive competencies, strategic competencies, interpersonal competencies and elemental competencies. Furthermore, the empirical data show a difference in what competencies the line manager hopes for the project manager to have, and what competencies the project managers hope to achieve. Both the theoretical and the practical contribution are a framework based on the categorization of the 15 competencies of a project manager. The suggested use of the framework is as part of competency -based human resource management, and more specifically as part of performance management. Further, the study presents a behavior-anchored rating scale for evaluating of the 15 competencies of a project manager.

A busca da competência em gerenciamento de projetos para o processo de desenvolvimento de produto tem forte influência na questão competitiva para as empresas, principalmente pela agilidade e satisfação do cliente. Este trabalho apresenta na forma de um estudo de caso, o método e a sistemática encontrada na empresa de componentes eletrônicos que atende principalmente o mercado automotivo, a implantação de um sistema de gerenciamento de projeto utilizando a base de conhecimento do PMI (Project Management Institute) voltado para o processo de desenvolvimento, em especial o de produto. A principal contribuição deste trabalho é a criação de uma metodologia de gerenciamento de projetos, procedimentos padrões de desenvolvimento que seguem o padrão do mercado automotivo - APQP através da criação de projetos modelos (templates) utilizando uma ferramenta de suporte (software) para o gerenciamento dos projetos, além de implementar indicadores de desempenho avaliando o tempo e custo. / The competence survey in projects management for product development process has a strong influence in the competitive issue to the companies, mainly for agility and customer satisfaction. This work shows in form of a case study the method and systematic found in an Electronics Components Company that meets mostly the demand of the automotive market, the implantation of a project management system using the PMI (Project Management Institute) knowledge base in special to the product development. The main contribution in this work is a project management methodology creation, development standard procedures that follow the automotive market standard – APQP through the creation of templates projects using a support tool (software), as well as implementation of performance indicators in order to evaluate the time and cost.

A gestão de projetos de design é uma ferramenta eficiente que pode auxiliar a geração e implantação de uma cultura empresarial afetando positivamente a imagem da organização. Porém, para a empresa poder gerir design, esta deve capacitar-se nesta área. Deve incorporar os sistemas de apoio especializados existentes no mercado e conseguir com que estes aportes maximizem seus rendimentos. Neste sentido, observa-se a relevância da Gestão de Design como diferencial para as organizações no cenário mundial. Porém, no âmbito regional não são encontrados muitos estudos desenvolvidos na área. Sob estas condições se faz necessário um estudo aprofundado sobre as características do processo de Gestão de Design realizada por prestadores de serviços em design de Porto Alegre/RS. Com isso, o estudo busca contribuir para que os processos da gestão de design de empresas gaúchas sejam identificados e aprimorados. Neste contexto, esta dissertação tem por objetivo caracterizar como os escritórios e prestadores de serviços em design de Porto Alegre/RS desenvolvem seu processo de Gestão de Design. Para esta caracterização, foi necessária uma revisão e fundamentação bibliográfica, além de entrevistas com especialistas da área. Optouse por utilizar para a realização da pesquisa, a verificação das práticas das áreas de conhecimento da gestão de projetos do PMBOK (2004). Através do estudo, conseguiu-se caracterizar como os escritórios e prestadores de serviços em design de Porto Alegre/RS desenvolvem seu processo de Gestão de Design. Como resultados, verificou-se que todos os escritórios estudados possuem e utilizam processos distintos, nem sempre formalizados, para a realização de sua Gestão de Design. Verificou-se a aplicação das etapas do plano de gerenciamento de projetos do PMBOK (2004), em todos os escritórios estudados. / Design Project Management is an efficient tool for creating and implementing an entrepreneurial culture. But for the company to manage design projects, there must be a training program to its employees in this area. The company must incorporate new systems available in the market in order to be able to maximize its revenues. Therefore, the importance of design management for organizations all over the world is remarkable. However, in the Southern Brazil regional scenario, there are not many studies developed in the Design Project Management area. This dissertation aims at analysing the characteristics of the design management process developed by design companies in Porto Alegre, Rio Grande do Sul, Brazil. Besides, the study also intends to offer theoretical support for the identification and improvement of local design companies’ design project management process. It was based on a background research in design management area and interview with experts. In addition, the areas of PMBOK (2004) were analyzed, in order to discuss the way local design companies develop their design management process. The study results point out how design companies in Porto Alegre/RS develop their design management process. All design companies studied have different management processes, but they were not always formally established.