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Articles 1 - 19 of 19
Full-Text Articles in Social and Behavioral Sciences
Project Management: A Natural Career Destination For Military Veterans, Tracey Richardson, James W. Marion Jr, Matthew Earnhardt, Vittal S. Anantatmula
Project Management: A Natural Career Destination For Military Veterans, Tracey Richardson, James W. Marion Jr, Matthew Earnhardt, Vittal S. Anantatmula
Publications
This quantitative study surveys 595 United States military veterans from all four branches of the military in order to ascertain the degree to which the branches of the military prepare individuals for possible future careers in civilian project management roles. Further, the study compares the relative knowledge of project management technical skill areas, processes and personal competencies. Although all branches provided responses indicating a high degree of familiarity with and preparation for project management roles, some significant differences were observed in responses between military branches.
Shipbuilding Supply Chain Framework And Digital Transformation: A Project Portfolios Risk Evaluation, Rafael Diaz, Katherine Smith, Rafael Landaeta, Antonio Padovano
Shipbuilding Supply Chain Framework And Digital Transformation: A Project Portfolios Risk Evaluation, Rafael Diaz, Katherine Smith, Rafael Landaeta, Antonio Padovano
VMASC Publications
Program portfolio managers in digital transformation programs have a need for knowledge that can guide decisions related to the alignment of program investments with the sustainability and strategic objectives of the organization. The purpose of this research is to illustrate the utility of a framework capable of clarifying the cost-benefit tradeoffs stemming from assessing digitalization program investment risks in the military shipbuilding sector. Our approach uses Artificial Neural Network to quantify benefits and risks per project while employing scenario analysis to quantify the effects of operational constraints. A Monte Carlo model is used to generate data samples that support the …
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
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
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
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
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
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 …
The Underutilized Tool Of Project Management - Emotional Intelligence, Gerald C. Lowe
The Underutilized Tool Of Project Management - Emotional Intelligence, Gerald C. Lowe
USF Tampa Graduate Theses and Dissertations
Previous research has typically focused on singular attributes that impact a leader’s effectiveness. This study, instead, looks at whether emotional intelligence moderates the anticipated negative effect of distributed presence on engagement and influence, and ultimately, leader effectiveness. Buttressed by emotional intelligence, engagement, and influence theories, the research question focused on how emotional intelligence skills moderate the impact of a project manager’s distributed presence to render the leader effective. The study sample for this research came from voluntary participants who work for a U.S. government agency comprising leaders co-located with their teams and distributed presence leaders. Descriptive statistics showed that leaders …
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Leadership Behavior: Task-Oriented Versus Relationship-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Publications
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 …
Project Management In Libraries, Jennifer A. Bartlett
Project Management In Libraries, Jennifer A. Bartlett
Library Faculty and Staff Publications
This issue's "New and Noteworthy" column focuses on several books, journal articles, and websites that will serve as an introduction to project management in library and information organization settings.
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Project Manager Motivation: Job Motivators And Maintenance Factors, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Publications
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
Project Manager Leadership Styles: Task Vs. People-Oriented, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Publications
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
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr, Debra T. Bourdeau
Publications
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
A Profile Of Project Manager Work Engagement: A Field Survey, Thomas G. Henkel, James W. Marion Jr
Publications
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 …
Developing Soft Skills To Manage User Expectations In It Projects: Knowledge Reuse Among It Project Managers, Stacie Petter, Adriane Randolph
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 …
Development Of Generic Key Performance Indicators For Pmbok® Using A 3d Project Integration Model, Craig Langston
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 …
Establishing Relationships Between Risk Management And Knowledge Transfer, Garrett S. Haltiwanger
Establishing Relationships Between Risk Management And Knowledge Transfer, Garrett S. Haltiwanger
Engineering Management & Systems Engineering Theses & Dissertations
Risk management (RM) and Knowledge management (KM) have mostly been treated as separate management philosophies. Risk management is a widely taught topic in academia and is practiced in industry. Knowledge management is being taught at increasingly more colleges and many companies are discovering a need for managing knowledge. This dissertation shows that some research has been conducted to apply the principles of knowledge management in establishing risk management plans. To a lesser extent there has been research conducted to apply the philosophies of risk management to identifying knowledge gaps and maintaining corporate knowledge. Both risk management and knowledge management are …
Pace Institute Of Modern Business Management (Proposal), Collaborative Project
Pace Institute Of Modern Business Management (Proposal), Collaborative Project
Dyson College- Seidenberg School of CSIS : Collaborative Projects and Presentations
This entry adheres to the use of the quad chart template to provide a succinct description only of the current research project undertaken by the participants. It provides for the following information
1. Participants and Affiliations
2. Overall Project Goals
3. Illustrative picture
4. Specific research/artistic/pedagogic foci
Project Management Use Second Life, Collaborative Project
Project Management Use Second Life, Collaborative Project
Dyson College- Seidenberg School of CSIS : Collaborative Projects and Presentations
This entry adheres to the use of the quad chart template to provide a succint description only of the current research project undertaken by the participants. It provides for the following information:
1. Participants and Affiliations
2.Overall Project Goals
3. Illustrative Picture
4. Specific research/artistic/pedagogic foci