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  • About
  • The Global ETD Search service is a free service for researchers to find electronic theses and dissertations. This service is provided by the Networked Digital Library of Theses and Dissertations.
    Our metadata is collected from universities around the world. If you manage a university/consortium/country archive and want to be added, details can be found on the NDLTD website.
1

the Competence of Non-IT Background Project Manager Leading IT Project

Huang, Yao-Tsung 30 July 2008 (has links)
¡@¡@More and more organisations are increasing the demand of Information Technology (IT) project owing to the rapid technological development in nowadays business environment. With the high growth of IT project, it can cause heavy work-overload for IT Managers, which often resulted in reduction of work productivity. In reality, a considerable number of tasks in organisation are operating by projects. These require more project managers to control. Unfortunately, industry analysis reveals that qualified IT project managers have not increased relatively. Many managers have experience in participation or leading in project management, which portrays those managers have reached a certain extent of competences of project management. It is possible that organisations can select qualified IT managers from those non-IT background managers. ¡@¡@The study will use the theory of focus groups by interviewing some managers, who have the experience in IT project management, to identify the essential competences requirements of a non-IT project manager as being an IT project leader. Meanwhile, analyze the top three competences for IT project managers that usually mentioned by scholars so as to understand the critical impact asnd relationship for the non-IT project managers as leading IT project. ¡@¡@The final conclusion and contribution of this study are as follows: 1. A non-IT project manager should have the "30 competences" in leading the IT related environment. 2. "Communication, planning and control," not only are the basic competences, but also "the most important competences". If the non-IT project manager is lacking these three competences, he is not qualified to be an IT project manager. 3. Compare to an IT project manager, a non-IT project manager is lacking the knowledge and skills within the IT environment. One of the most important aspects is tool capacity, followed by the "IT based knowledge" 4. A non-IT project manager needs a strong ¡§communication skills" to help him strengthen the "planning capacity" and to overcome the inadequate "control capabilities".
2

Řízení projektu mezinárodní lékařské konference / Řízení projektu mezinárodní lékařské konference

Taftová, Barbora January 2008 (has links)
Diplomová práce se skládá z pěti částí; každá má opodstatněný důvod a stanovený cíl. V první části teoreticko-metodologické jsem vyzvedla nejdůležitější kapitoly projektového řízení, které se prolínají do praxe. Bez znalostí teorie by ani nešlo takový velký projekt řídit a dovést do úspěšného konce. Nejvíce se opírám o splnění podmínky trojimperativu, procesu řízení projektů, a především organizování projektového týmu.
3

Project Management Skills of the Future

January 2012 (has links)
abstract: The goal of this research study was to identify the competencies the Project Manager (PM) will need to respond to the challenges the construction industry faces in 2022 and beyond. The study revealed twenty-one emerging challenges for construction PMs grouped into four primary disruptive forces: workforce demographics, globalization, rapidly evolving technology, and changing organizational structures. The future PM will respond to these emerging challenges using a combination of fourteen competencies. The competencies are grouped into four categories: technical (multi-disciplined, practical understanding of technology), management (keen business insight, understanding of project management, knowledge network building, continuous risk monitoring), cognitive (complex decisions making, emotional maturity, effective communication), and leadership (leveraging diverse thinking, building relationships, engaging others, mentoring, building trust). Popular data collection methods used in project management research, such as surveys and interviews, have received criticism about the differences between stated responses to questions, what respondents say they will do, and revealed preferences, what they actually practice in the workplace. Rather than relying on surveys, this research study utilized information generated from games and exercises bundled into one-day training seminars conducted by Construction Industry Institute (CII) companies for current and upcoming generations of PMs. Educational games and exercises provide participants with the opportunity to apply classroom learning and workplace experience to resolve issues presented in real-world scenarios, providing responses that are more closely aligned with the actual decisions and activities occurring on projects. The future competencies were identified by combining results of the literature review with information from the games and exercises through an iterative cycle of data mining, analysis, and consolidation review sessions with CII members. This competency forecast will be used as a basis for company recruiting and to create tools for professional development programs and project management education at the university level. In addition to the competency forecast, the research identified simulation games and exercises as components of a project management development program in a classroom setting. An instrument that links the emerging challenges with the fourteen competencies and learning tools that facilitate the mastering of these competencies has also been developed. / Dissertation/Thesis / Ph.D. Civil and Environmental Engineering 2012
4

An Experimental Investigation of Information Systems Project Escalation: An Examination of Contributory Factors in a Business Environment

Huff, Richard A. (Richard Allen) 08 1900 (has links)
The purpose of this research is to continue examining the project management process. The management of projects is complicated. It is the complexity of the process that makes a project so difficult to control. This research examines the effect of particular facets of the project manager's skill set and operating environment on management decisions.
5

Who should manage internal projects? : A case study in the Swedish mining industry

Mikko, Albin, Silfver, Alexander January 2019 (has links)
Millions of people around the world consider project management as their major task in their profession, yet the demand for project managers is still increasing. To face this demand many organizations use consultants as project managers for their projects. However, the literature in project management tend to ignore potential differences between internal project managers and consultants as project managers. This thesis is written on commission for LKAB which is a Swedish mining company who conduct around 60-80 projects yearly. Projects at LKAB is managed by internal professional project managers, internal line-managers and consultants as project managers. Despite having three different categories of project managers LKAB has little knowledge about potential differences in how they manage projects. Thus, the purpose of this thesis is to make a case study on project managers at LKAB in search to answer our research question: How do internal project managers, line-workers and consultants manage projects differently? To answer our research question we developed a theoretical frame where we present research which we suggest have given an answer towards the previously discussed question if project leadership has a direct impact on project success or not. Research has found that project leadership has a direct impact on project performance which we consider crucial since it impact the relevance of our study. In our theoretical frame we also present research in outsourcing, project planning and organizing, education, perspectives in project management and theories of project management competencies and skills. There are two perspectives in project management, task perspective which focus on achieving the project objectives and the organizational perspective where they emphasize the relationship between the temporary organization and the permanent organization where main focus is to create value for the receiving organization. To gather data we conducted nine semi-structured interviews in Kiruna with three line- mangers, three internal professional project managers and three consultants which has been hired as project managers by LKAB. We found support to a previous study which showed that project managers have different perspectives towards project management. Furthermore, we found a connection between the project managers perspective and how they prioritized between project goal or effect goal. Project managers with an organizational perspective consider the effect goal to be more important than the project goal and vice versa. We also found that line-managers as project managers do not plan their projects, or manage risk in the same way as professional internal project managers or consultants.
6

Discerning Interrelationships Among the Knowledge, Competencies, and Roles of Project Managers in the Planning and Implementation of Public Sector Projects

Gomes, Carlos F., Yasin, Mahmoud M., Small, Michael H. 01 April 2012 (has links)
This study uses information gleaned from a sample of 102 public sector project managers to assess the interrelationships among project manager roles, responsibilities, and competencies in the planning and implementation stages of the project life cycle. The results of confirmatory factor analysis and structural equation modeling revealed that project managers use different subsets of their skills to influence outcomes at these two stages of the project. For example, while the project manager's organizational and technical skills tend to have some influence during the project planning stage, managerial, leadership and people skills appear to have more influence during the project implementation stage. Implications of these and our other findings for the practice of project management in public sector organizations are discussed.
7

Behavioral Competences of Agile Project Managers : A Case Study of R&D Projects in the Swedish Biotechnology Sector

Mehmeti, Betim, Sanchez Molina, Edgar Fernando January 2014 (has links)
Projects that work in complex, uncertain, and dynamic environments, such as research and development (R&D) projects, require a different approach to project management. New approaches have been developed in the last decades as a response to traditional project management to address the uniqueness of the project characteristics. In the mid-1990s, Agile Project Management (APM) was introduced which aimed to address projects that face high levels of complexity and uncertainty. APM aims to develop innovative and complex products that face a constant changing environment.   APM enables a project manager to cope with the challenges presented by R&D projects by delivering customer value through innovative products and a leadership-collaboration management style, which would require certain competences. Traditional PM has focused on the importance of technical competences for successful PM. However, in the last decades two more set of competences have gained importance, contextual and behavioral competences. Several studies have demonstrated the importance of behavioral competences for project managers dealing with highly complex and uncertain projects. Competences such as leadership, communication, flexibility, and creativity have been identified as essential behavioral competences for project managers in turbulent project environments.   This study aims to show what behavioral competences are needed for an agile project manager engaged in R&D projects in the Swedish biotechnology sector. In this way, the research will extend the existing evidence of APM and behavioral competences to a new industry, due to the limited focus of the current research on software development agile projects. The methodology of the study follows a qualitative strategy and a case study design that focuses on the biotechnology sector in the Umeå region. The study achieves an intensive examination of the behavioral competences through a semi-structured interviews method with respondents from five organizations, which represent different segments of the sector.   The findings of the research study show that organizations in the biotechnology sector in Sweden use APM to deliver R&D projects. These organizations follow the APM characteristics to address complexity, uncertainty, and dynamism in R&D projects. In addition, the findings present evidence that behavioral competences are highly important for agile project managers in the biotechnology sector, and considered as the most important competences. Furthermore, the biotechnology sector acknowledges the importance of four competences: creativity, communication, flexibility, and leadership. The four identified behavioral competences allow an agile project manager to enable APM characteristics such as iterative and adaptive life cycles, change management, flexible planning, people orientation, collaborative leadership style, small and self-organized teams, tacit knowledge, and informal communication. The findings suggest that by enabling these characteristics, an agile project manager is able to deliver customer value through innovation and leadership-collaboration management style, hence, successfully addressing the characteristics of a biotechnology R&D project in Sweden.
8

Aspekty výjimečného projektového manažera

Bednář, Marek January 2008 (has links)
Hlavním cílem práce je postihnout vlastnosti a schopnosti takových projektových manažerů, o nichž je možné říci, že jsou ve svých výsledcích výjimeční. Dílčím cílem pak je pokusit se nejprve analyzovat tyto aspekty vedoucích projektů z dostupné literatury a poté ověřit výsledky analýzy v praxi pomocí osobních interview. Vlastním přínosem této práce pro společnost je sestavení Testu rozpoznání výjimečnosti projektového manažera. Tento test by mohl sloužit v IT/ICT organizacích k rozpoznání potenciálu skutečné výjimečnosti u výběrových řízení.
9

A Personnel Study--The Role of the Program Manager in a Northern Utah Aerospace Company

Enright, Thomas W. 01 May 1968 (has links)
The prime interest of this study was to measure and analyze the authority/responsibility conceptions the program managers had of themselves as compared to that held by the line or functional personnel with whom the program managers were in day-to-day contact. A questionnaire consisting of 22 questions was distributed to 20 program managers and 73 line personnel. Of these 93 distributed questionnaires, 92 were returned and analyzed. The questionnaire asked to what degree, in the opinion of the respondent, did the program manager have the authority to perform 22 different functions. Categories of Always, Frequently, Seldom and Never were offered. The hypothesis tested was that there was no difference between the conception the program manager held of his authority and responsibility as compared to what the line organization personnel held it to be. A chi square test was applied using a significant level of five percent to accept or reject the hypothesis. The Program Management responses were considered as the theoretical frequency and the line personnel responses as the observed frequency . The null hypothesis was accepted 59 percent of the time. Percentage relationships of the responses to each question were also computed. On a percentage basis the program managers typically viewed their authority to be greater than did the line personnel. The basic conclusion was that no clear pat tern of agreement emerged between the program managers and theline personnel as to the degree of authority held by the program manager and that the company involved i n the study should improve the authority/responsibility relationships involving the Program Management and line organization personnel.
10

Leadership competencies for effective it projects execution in a company in the Western Cape Province of South Africa

Makunga, Sonwabo January 2019 (has links)
Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2019 / A large number of IT projects fail due to uncertainties involved in these projects. Some of these uncertainties include the changing of specification of the original project and the cause of that can be attributed to the ever changing IT environment. These changes lead to scope creep which causes cost and schedule overruns. For IT projects to be pronounced as being successful, they have to be completed within the specified time, budget, and according to quality. To run successful IT projects is always a difficult task due to the fact that project managers lack the necessary skills and competencies. There is a great need for project managers that are competent in managing budget, time, and quality in IT projects. The poor management of IT projects is a global challenge; it’s not only happening in South Africa. In this study the researcher adapted the use of both qualitative and quantitative research methods to evaluate competencies of the project manager with the aim of determining those that would assist project managers to execute successful IT projects. The current study focuses on the competencies that make IT project managers to run successful IT projects, these are Leadership competencies to influence and persuade project team to follow a certain direction, Communication competencies to communicate all the project information effectively to relevant stakeholders, Decision making competencies to make crucial decisions in a timely fashion, Problem solving competencies to provide needed solutions on critical problems.

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