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Successful Projects (successful + project)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	40%

Selected Abstracts

Multilevel Social Dynamics Considerations for Project Management Decision Makers: Antecedents and Implications of Group Member Tie Development

DECISION SCIENCES, Issue 3 2010
Elliot Bendoly
ABSTRACT Successful projects represent the effective culmination of management skills, planning, and individual project member strengths. In operations management, such strengths are often viewed predominantly from the perspective of skill base. However, it has become increasingly evident that behavioral traits associated with individuals play a very significant, if not ultimately dominating, role in the effectiveness of certain group projects. Our aim in this study is to look into how certain individual attributes viewed as relevant to these project contexts may lead to social networking decisions that have impacts spanning multiple levels of analysis. Such insights are likely to prove valuable to decision makers managing project teams as well. We employ a controlled 4-month investigation of multiple projects, for which we are able to consider both objective, and subjective pre-, in situ, and postproject data. Our results demonstrate that the issues of perceived control, confidence, and conscientiousness are relevant not only in driving individual perceptions of the value of within-group interactions, and hence the development of associated ties, but are also ultimately relevant in helping to drive higher levels of group performance. [source]

Interdisciplinary research: framing and reframing

AREA, Issue 4 2009
Elizabeth Oughton
Framing encompasses the processes of identifying and bounding the area of research and based on our own experiences as academics we have found significant differences in the ways that researchers establish and frame a disciplinary, compared to an interdisciplinary, research project. In this paper we have attempted to contribute to the development of the conceptual framework underpinning interdisciplinary research through analysis of interviews with a number of academics already working in an interdisciplinary manner. Successful projects are able to identify and support the processes that allow the communication and negotiation that is necessary, not just for the initial framing of a research funding proposal but to be able to maintain negotiation. Self awareness and continual reflexivity and a willingness to be questioned by others are essential to this process. [source]

Rule Breaking in New Product Development , Crime or Necessity?

CREATIVITY AND INNOVATION MANAGEMENT, Issue 1 2001
Tommy Olin
The purpose of this study is to investigate the effect of applying general rules in organizations to govern multiple new product development projects. Data were collected in structured interviews with project managers and project members from seven successful projects within Swedish companies. Results show that projects either broke rules or that organizations had developed strategies to cope with the risk of rules preventing the progress of the projects. The project managers of the rule following projects reported lack of rule breaking to be the result of the rule design at each company, intending to minimize the risk of rules preventing the progress of projects. With the exception of the manager of the rule changing/removing project, project managers show a relaxed attitude to breaking general rules that hinder project progress. The study indicates that frameworks of common project management rules increase the risk of delay in new product development projects, unless strategies of rule breaking or dynamic rule modification are applied. Applications of emergent standard management philosophies and practices to innovation are discussed. [source]

Comparing senior executive and project manager perceptions of IT project risk: a Chinese Delphi study

INFORMATION SYSTEMS JOURNAL, Issue 4 2010
Shan Liu
Abstract The success rate for information technology (IT) projects continues to be low. With an increasing number of IT projects in developing countries such as China, it is important to understand the risks they are experiencing on IT projects. To date, there has been little research documenting Asian perceptions of IT project risk. In this research, we examine the risks identified by Chinese senior executives (SEs) and project managers (PMs), and compare these two groups. The importance of top management support in IT projects is well documented. Prior research has shown that from the perspective of IT PMs, lack of support from SEs is the number one risk in IT projects. Surprisingly, senior executives' perceptions towards IT project risk have never been systematically examined. One reason why lack of support from senior executives continues to represent a major risk may be that senior executives themselves do not realize the critical role that they can play in helping to deliver successful projects. In this study, we use the Delphi method to compare the risk perceptions of senior executives and project managers. By comparing risk factors selected by each group, zones of concordance and discordance are identified. In terms of perceived importance ascribed to risk factors, PMs tend to focus on lower-level risks with particular emphasis on risks associated with requirements and user involvement, whereas SEs tend to focus on higher-level risks such as those risks involving politics, organization structure, process, and culture. Finally, approaches for dealing with risk factors that are seen as important by both SEs and PMs are provided. [source]

Open evaluation of science: can we simply say "no, thank you?"

ACTA OPHTHALMOLOGICA, Issue 2008
G STEFANO
In today's world of information doubling at faster rates because of rapid technological and biomedical advances nations must pay closer attention to the productivity and creativity that can be obtained from their universities. A professor's intellectual property may have important patent consequences. Thus, universities must foster lines of communication that aid the professor in making critical decisions not only about the advance but its potential to generate a revenue stream. In the same light, universities must also be able to evaluate the contribution and the potential of a lab to make future contributions in an objective manner since all laboratories and projects cannot be funded in a nation/university due to the high cost of doing so. In the past, this evaluation has taken the form of a grant, which depends on peer evaluations. Now however, due to ever increasing flow of information, which generates new technologies, additional evaluation processes must be in place so the funding can be prioritized and revenue not wasted. This calls for a rapid evaluation process, taking advantage of the increase in informational flow. This process must be as objective as possible, providing documentation of the ability to generate successful projects without damaging continuing research and hurting the ability of high risk projects to reach fruition. [source]