Business Commons^™

Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau

Tom G. Henkel

The present study explored the applicable motivation factors that contribute to job satisfactory in terms of job motivators and maintenance factors when working projects. Students enrolled in a university advanced project management leadership course were asked to respond to a job motivators and maintenance factors self-assessment which is a useful framework to determine the factors that contribute to their motivation when working projects (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of 18. The chi-square goodness of fit test led to the rejection of H10 and …

Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau

Tom G. Henkel

The present study explored applicable leadership behavior in terms of concern for task and/or people-oriented when leading project teams. Students enrolled in a university Master of Science in Project Management degree program were asked to respond to the Fielder Leadership Style Self-Assessment which is a useful framework to determine task versus people-oriented leadership (Lusser & Achua, 2016). A chi-square test was conducted to determine if the observed values were significantly different from an expected value of five. With a p value

Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau

Tom G. Henkel

In this paper, we examined managers’ leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion. Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-oriented versus relationship-oriented leadership behavioral styles. The degree of task-oriented versus relationship-oriented leadership behavior styles was assessed to determine the approach taken by the managers for achieving successful project completion. A Pearson’s chi-square test was conducted to determine whether the observed values were significantly different from an expected value of …

A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau

Tom G. Henkel

Engaged employees are those who are involved in, enthusiastic about, and committed to their work and who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st-century global marketplace. In this research study, project managers were asked to respond to an employee …

A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr

Tom G. Henkel

Engaged employees are those who are involved in, enthusiastic about, and committed to their work. Engaged employees also are those who are most likely to drive innovation, generate new ideas, have a sense of connection with their work activities, and are involved with the demands of their job (Gallup, 2013). Nowhere is the concept of employee engagement more important than with managing an organization’s projects. Ensuring a project manager is emotionally engaged with his or her work is crucial for project success to meet greater challenges in today's 21st century global marketplace. In this research study, project managers were asked …

Green Freight Asia (C): The Road Ahead, Jason Woodard, Christopher Dula

C. Jason Woodard

Green Freight Asia is a three-part case series featured in the 2014 APEX Business-IT Global Case Challenge. The case is best used for group projects or workshop assignments concerning business-IT related topics. In this case, students take on the role of a small firm pitching to collaborate with GFA on an IT solution partnership to support GFA’s programme for the adoption of green freight practices in the Asia Pacific region. The case could also be adapted for classroom facilitation with adequate preparation.

Green Freight Asia (C): The Road Ahead is the third and final part of the case series. It …

Green Freight Asia (A): Driving The Adoption Of Sustainable Supply Chain Practices, Jason Woodard, Christopher Dula

C. Jason Woodard

Green Freight Asia is a three-part case series featured in the 2014 APEX Business-IT Global Case Challenge. The case is best used for group projects or workshop assignments concerning business-IT related topics. In this case, students take on the role of a small firm pitching to collaborate with GFA on an IT solution partnership to support GFA’s programme for the adoption of green freight practices in the Asia Pacific region. The case could also be adapted for classroom facilitation with adequate preparation. The first part, Green Freight Asia (A): Driving the Adoption of Sustainable Supply Chain Practices, chronicles the formation …

Green Freight Asia (B): Navigating Toward A Successful Partnership, Jason Woodard, Christopher Dula

C. Jason Woodard

Green Freight Asia is a three-part case series featured in the 2014 APEX Business-IT Global Case Challenge. The case is best used for group projects or workshop assignments concerning business-IT related topics. In this case, students take on the role of a small firm pitching to collaborate with GFA on an IT solution partnership to support GFA’s programme for the adoption of green freight practices in the Asia Pacific region. The case could also be adapted for classroom facilitation with adequate preparation. The second part, Green Freight Asia (B): Navigating Toward A Successful Partnership, explores how a collaborative partnership between …

Developing Soft Skills To Manage User Expectations In It Projects: Knowledge Reuse Among It Project Managers, Stacie Petter, Adriane Randolph

Adriane B. Randolph

This research explores information technology (IT) project managers' reuse of knowledge associated with soft skills when managing user expectations. Through interviews with IT project managers, several themes emerged: novelty of problems, conditions within the organization, types of available knowledge, and methods for reusing knowledge. Within this study, we discovered the need for additional research on how social norms and organizational conditions encourage or inhibit knowledge reuse. Furthermore, we identified a difference in the usefulness of knowledge captured in formal repositories according to levels of project management experience. The findings confirm, extend, and illuminate the current research associated with knowledge reuse …

Project Management Issues In It Offshore Outsourcing, Kathy Schwaig, Stephen Gillam, Elke M. Leeds

Kathy S Schwaig

Global partnerships are forming to take advantage of the cost savings associated with offshoring as well as other strategic benefits. Not all information technology offshoring projects, however, are successful. Cost overruns, increased complexity and defective code cause organizations to rethink their offshoring strategy and their methods for managing these projects. In this paper, project management issues associated with offshore information technology outsourcing projects are identified and specific recommendations for addressing these issues are presented.

Development Of Generic Key Performance Indicators For Pmbok® Using A 3d Project Integration Model, Craig Langston

Craig Langston

Since Martin Barnes’ so-called ‘iron triangle’ circa 1969, much debate has occurred over how best to describe the fundamental constraints that underpin project success. This paper develops a 3D project integration model for PMBOK® comprising core constraints of scope, cost, time and risk as a basis to propose six generic key performance indicators (KPIs) that articulate successful project delivery. These KPIs are defined as value, efficiency, speed, innovation, complexity and impact and can each be measured objectively as ratios of the core constraints. An overall KPI (denoted as s3/ctr) is also derived. The aim in this paper is to set …

Testing And Integration Team Project Management, Tyler Leben, Jeremy Straub, Scott Kerlin

Jeremy Straub

The Testing and Integration Team plays an integral role in the development of the open source CubeSat known as Open Orbiter. Like any project, the Testing Team’s project can benefit from structure and management to effectively utilize it’s time and resources. CSCI 297 teaches the skills needed to turn a good idea into successful endeavor. By applying skills such as effective planning, setting milestones, dealing with changes and supervising to an actual project, Open Orbiter has transformed from a pipe dream to a real, obtainable goal. Doing this has turned learning about project management into more that just power points …

Project Management For The Openorbiter Operating Software Team, Kelton Karboviak, Dayln Limesand, Michael Hlas, Eric Berg, Christoffer Korvald, Jeremy Straub, Ronald Marsh, Scott Kerlin

Jeremy Straub

OpenOrbiter is producing a 1-U CubeSat spacecraft1 to facilitate the construction of low-cost2 spacecraft by others in the future. The Operating Software team is in charge of designing and creating the software that controls most of the CubeSat’s operations such as image capturing, storage management, and temperature sensing. The project management deliverables that we have worked on as a team are the Project Definition, Work Breakdown Structure, and the Project Schedule. The Project Definition defines exactly what our project team will be developing including, but not limited to, what the team is in charge of developing, what its not in …

Ground Station Software Team Project Management, Zach Maguire, Marshall Mattingly, Christoffer Korvald, Jeremy Straub, Scott Kerlin

Jeremy Straub

In CSCI 297 class we partake in learning the roles of software team leads and developers. With hands on activities that get us involved in what a real manager of a software team may do such as: defining a project, planning a project, developing a work breakdown structure, estimating the work, developing a project schedule, etc. This work is performed in the context of the OpenOrbiter project which seeks to build a low-cost spacecraft1 that can be produced with a parts budget of approxi-mately $5,0002 by schools worldwide. The ground station software team’s purpose within Open Orbiter project is to …

Διαχείριση Έργου Αθλητικών Υπηρεσιών, Yanni D. Afthinos

Yanni D Afthinos

No abstract provided.

Critical Success Factors Of Projects, Fida Hussain Hussain, Ahmed Imran Hunjra, Majed Rashid

Ahmed Imran Hunjra (PhD)

Transitional Leadership In The Defence And Aerospace Industry: A Critical Analysis For Recruiting And Developing Talent, Maurice Dawson, Emad Rahim

Maurice Dawson

This article proposes a framework to create effective transitional leadership in the defence and aerospace industry. The proposed framework identifies and maps traits and skills of military personnel in a manner that can be tested and validated in accordance with principles of human resource management. Applying this framework would assist hiring managers in their selection of program or project managers from the military in transition to a defence contractor support organisation. Employing a research approach embracing a mix of both qualitative and quantitative strategies, the study examined more than 50 respondents to a 34-question survey, focusing on 14 respondents who …

A Study Of Project Categorisation Based On Project Management Complexity, Alicia Aitken, Lynn Crawford

Lynn Crawford

This study explores the use of project complexity categorisation as a means of understanding and applying the competencies required to manage projects across a portfolio of project types including projects of an innovative nature. The data for this study includes one hundred and twenty project descriptions and ratings of complexity by project managers of their current (or most recent) project according to project management complexity factors developed to support global project management competency standards. The data was collected as part of a global study into project management competence, complexity and behaviours conducted over the course of 2005 and 2006. This …

Governance And Support In The Sponsoring Of Projects And Programs, Lynn Crawford, Terry Cooke-Davies, Brian Hobbs, Les Labuschagne, Kaye Remington, Ping Chen

Lynn Crawford

Several factors have combined to draw attention to the importance of sponsoring projects and programs. One factor is that after several decades of attempting to improve success rates of projects by focusing on project-based management and the project management competence of practitioners, convincing evidence demonstrates that success or failure of projects is not entirely within the control of the project manager and project team. Contextual issues are crucial in influencing the progress and outcomes of projects, and a key theme that has emerged is the importance of top management support. Another factor that has drawn attention to the sponsorship role …

Developing A Basis For Global Reciprocity: Negotiating Between The Many Standards For Project Management, Lynn Crawford, Julien Pollack

Lynn Crawford

Professional standards are a significant issue for professions such as IT and Project Management, where certification and licensure are either necessary to practice or to demonstrate individual competence and capability. In many professions there is no basis for international reciprocity of professional standards. This paper documents the development of a standard for global reciprocity between already existing professional standards in the field of Project Management. Data are based on personal involvement by the authors and interviews with participants. This discussion addresses different approaches to standardisation, how common issues in the standardisation process have been addressed, and how the hindering influence …

Government And Governance: The Value Of Project Management In The Public Sector, Lynn Crawford, Jane Helm

Lynn Crawford

Governance is an emerging theme that has been associated in the public sector with a real political need to satisfy stakeholders by demonstrating accountability and transparency while effectively implementing policy. Many initiatives relating to governance are generated by a need for improvement of organizational performance and ability to implement and adapt to change. These generally take the form of projects and programs encouraging a variety of project management implementations in the public sector. This article reports on examination of the expectations and realization of value from investment in project management in four Australian public-sector organizations with particular reference to the …

Exploring The Complexity Of Projects: Implications Of Complexity Theory For Project Management Practice, Svetlana Cicmil, Terry Cooke-Davies, Lynn Crawford, Kurt Richardson

Lynn Crawford

Exploring the Complexity of Projects: Implications of Complexity Theory for Project Management Practice explores the process and findings of the implications of the complexity theory for project management theory and practice. The golden triangle (project deadline, budget and output) makes the standard definition of project management processes, skills and knowledge paradoxical and divorced from practice. This monograph contains research of management processes and capabilities in innovative project settings and highlights the challenges in contemporary project management practice. This research suggests that in order to define and conceptualize project complexity, the building blocks of project must be more properly defined. These …

Senior Management Perceptions Of Effective Project Manager Behavior: An Exploration Of A Core Set Of Behaviors For Superior Project Managers, Alicia Aitken, Lynn Crawford

Lynn Crawford

Successful project managers continually demonstrate a core set of behaviors that enable them to effectively lead project teams. This paper examines an exploratory study attempting to distinguish the core behaviors--as determined by senior managers--of effective project managers. In doing so, it defines the study's six interview questions that 41 senior managers were asked to answer in relation to 32 personality dimensions and 20 behavioral competencies. It overviews the key previous studies on the behavioral profiles of superior-performing project managers; it explains the authors' research methodology and reports the research findings, identifying the seven necessary personality characteristics common among successful project …

The Use Of Business Tool “Project Management” In Sport Coaching, Yanni D. Afthinos

Yanni D Afthinos

Sport and coaching has offered valuable experience and procedures to the management field. Over the past years, a number of books have been written about coaching or leadership and other sport related issues, that business people can use in order to improve their work effectiveness. The author of this paper intends to offer something back to sport and coaching, through the presentation of a managerial tool known as “Project management”, which can assist coaches and other sport officials to improve their work effectiveness. A tool that has theoretical base and practical orientation, as well as it is needed but it’s …