Managing Legislative Drafting Projects by Applying Project Management Techniques

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

Status and scope of project management in the hospitality industry

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.

The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

Introduction One of the challenges faced by students that are involved in the acquisition of an academic degree, as Higher Education or a PhD., are related to the difficulties of development of a Academic Research Project. Such challenges are surrounded by incorrect determination of the research scope and complexity, the erroneous estimatives for the research conclusion (or even the time demand due to problems occurring during the research development) or even finishing with poor quality as something that were not expected by the advisor and other evaluators. These elements culminates in the application of Project Management Theory that is being studied by institutions such as the Project Management Institute--PMI (PMSURVEY.ORG, 2010) over the years and which aims to improve the process of project development in general, including academic projects aimed at scientific research in the university accordingly to MUSTARO & ROSSI, 2013. PMI is responsible for developing guidelines for project management as defined on the Project Management Body of Knowledge--PMBoK (PMI, 2008). From the presented scenario, the general objective of this paper is to establish link between academic research projects with the Project Management Theory. As specific objectives, this paper considers: 1) present the types of academic research projects that can be treated according to the precepts of the project, 2) provide project management theoretical foundations, and 3) present part of the process groups of PMBoK (Project Management Body of Knowledge), a framework widely used in over a hundred countries, linking these process groups to the academic research projects. To develop the proposed objectives and present the research results this paper is organized as follows: initially is described the Project Management Principles, then the processes involved in Initiating and Planning Process Groups are detailed based on PMBoK as well their relation with Academic Research Project. For each process group, their relation with the Knowledge Areas from PMBoK are detailed, and specific templates, as an Academic Research Project Plan Template, are presented. Finally, the conclusions are related and future works are suggested. Project Management Principles It is considered that the man have been using actions that turns to practices of project management since long time ago. It is also considered that some important monuments created throughout the history of modern man were built under the precepts of project management although these were not formalized at the time. Valle et al. (2010) show historical analyses that consider the concept of project management can be older than it looks. According to the authors, the construction of the pyramids of Egypt, the Great Wall of China and the Coliseum in Rome represent examples of man's efforts that must have been regimented by principles of project management. In the contemporary era is verified, as Valle et al. (2010), that several works were done under management of big monetary amounts and the work force of thousands of workers, which generated the need to implement project management practices. According to the authors, Taylor (1911) was a pioneer in the science of Project Management and Gantt (1919) was another student of these sciences. Both contributed greatly to the practices of modern project management. Although great events of the past suggested the theories of project management, it was only in the early twentieth century that the theories, methodologies and frameworks aimed at project management were in fact established. A timeline, according to Carvalho & Rabechini Jr. (2011), present great landmarks of project management from the twentieth century. This is able to present the evolution of project management practices and represents milestones in this setting, as shown in Table 1. In general, project management practices bring many benefits. …

Modern technologies and methodologies for project management have been considered. It is argued that project management is a complex process that encompasses various stages from initiation to completion and involves the use of diverse methodologies, tools, and approaches to achieve goals, effectively utilize resources, and ensure high-quality results. From the author's perspective, project management methodology should be viewed as a comprehensive approach that defines general principles, processes, rules, and standards to be followed in managing a project. A project management technique is a specific method or process used to accomplish a particular task or phase within the methodology. Techniques can be part of a methodology or applied separately. Project management tools are regarded as specific means or technologies used to support and automate project management processes. A comparative analysis of the main project management methodologies has been conducted, proposing to classify them into four groups: traditional (Waterfall model), agile methodologies (Scrum, Kanban, Extreme Programming - XP), hybrid (Scrumban, Agile-Waterfall Hybrid), methodologies for managing large projects (PRINCE2 – Projects In Controlled Environments, PMI’s PMBOK – Project Management Body of Knowledge) and Lean methodologies (Lean Project Management). This division is arbitrary, but it allows us to systematize the main project management tools and techniques according to the complexity and content of the tasks performed. It is proven that each of the examined management methodologies has its own characteristics, advantages, and disadvantages, which should be taken into account when choosing an approach to project management. The methodology determines the approach to project implementation: planning work processes, interaction with stakeholders, risk management, relevant tools, and so on. The selection of a specific methodology and appropriate tools depends on the specifics and complexity of the project, the field of activity, stakeholder requirements, team size, and other factors.

Technology integration project involves so many players that it requires an effective project management to achieve a successful integration of a technology to business. As a program/project manager, you are aware of the significant impact of your project on the entire corporation even in a proof-of-concept or a pilot project. You want to ensure the success of the project and move forward for further rollout. You would use your past knowledge and experience of project management and in addition, you may refer to helpful references on successful project management. It would be a good idea to take a project management class and obtain a certification of project management professional (PMP) accredited by project management institute (PMI). PMI is “one of the world’s largest professional membership associations, with half a million members and credential holders in more than 180 countries. It is a not-for-profit organization that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities (http://www.pmi.org).” This would enhance recognition and acknowledgement of your expertise as a program/project manager. The project management planning and execution steps presented in this chapter is primarily based on the project management body of knowledge (PMBOK®) published by PMI, focusing on technology integration project. PMBOK is a collection of processes and knowledge areas generally accepted as best practices within the project management discipline.KeywordsTeam MemberProject ManagerProject TeamTechnology IntegrationProject ScheduleThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

The article analyzes project management methodologies and standards (in particular, PMBOK, P2M, Agile) in the context of models and methods that can be used to create a “green” project management approach. On the other hand, the concept of "green" entrepreneurship and its principles were analyzed. On this basis, 7 principles of “green” project management were proposed for the further development of the “green entrepreneurship” approach (projects should create environmentally friendly products, goods and services; ensure the maximum possible use of environmentally friendly materials and adhere to the desire to gradually increase the environmental friendliness of products; the implementation of project activities contributes to the creation and development of a “green economy” in the state; project-oriented companies mainly implement socially responsible projects with a trend towards increasing their share in the company's project portfolio; social responsibility should be both corporate and personal). Energy efficiency improvement projects are defined as a special case of “green” projects and as an object of scientific research. A classification model for energy efficiency projects is proposed for the further development of such classifications in the form of 11 classification features and project types within each feature (by project product, by use of artificial intelligence, by field of application, by use of “green” entrepreneurship principles, by project management methodology, by complexity, by type of project management team, by energy efficiency models, by degree of innovation, by geographical distribution, by scalability). 4 clusters of development of “green” project management are also identified, within which it is proposed to implement further research: “green” projects, “green” project management methodologies, “green” teams, “green” management tools. Each such cluster is characterized. A model of supplementing the classification model of project management systems (in its further development) is proposed, in which additional features of the classification of “green” project management systems are formulated - in the form of 5 additional features and types of projects within each classification feature. A model of the components of “green” project management is proposed, which contains four components: classic project management, flexible (Agile) project management, the concept of Lean production and “Green” community. As well as a multiple model of the “green” project management system in the form of a formal seven. A SWOT analysis of the formulated “green” project management approach is conducted, its strengths and weaknesses are highlighted, as well as opportunities and threats that may arise when using it. A conclusion is made regarding the potential effectiveness of such an approach. Areas of further research in the chosen direction are formulated. Conclusions from the conducted research are formulated.

Project management skills and professional certification are quickly developing into required core practice (Hammond et al., 2006). Peter Shears, CEO of the Australian Institute of Project Management (AIPM), stated at a April, 2006, conference, that there was increased demand for skilled project managers within all organizations across all industry sectors (Hammond et al., 2006). AIPM is an Australian Project Management Web portal offering certifications of AIPM’s Registered Project Management (RegPM). As a supporter of the project management profession, the Project Management Institute (PMI) also plays an enormous role. The PMI Web portal encourages a standard with the Project Management Body of Knowledge (PMBOK) Guide describing what should be done to manage a project. PMI’s Project Management Professional (PMP®) credential program is also available from the PMI Web portal recognizing and approving skills (Project Management Institute, Inc., 2006).

This book presents the fundamentals of project management in simple language and an easy-to-understand format. It is targeted principally at those who are learning or desiring to learn project management as well as those who are already taking project management as a course of study or as a profession. It covers all the basic aspects of project management including the core areas prescribed by the Project Management Institute (PMI) in the Project Management Body of Knowledge (PMBOK) sixth edition. Although the PMBOK Guide seventh edition has significantly shifted focus from a process based standard to a principle based standard, it does not invalidate nor replace the detailed knowledge base contained in the sixth edition, which substantially emphasizes project management processes and knowledge areas. This is particularly apt for the traditional approach to project delivery, which is predictive in nature and has the bulk of the planning done upfront. The sections of the book are arranged in order of Project Management Processes as they fall within the respective Project Management Knowledge Areas. Experienced project manager, Davies Igberaese, presents all the basic content of traditional project management in a straightforward practical sequence as a typical project manager would go about the processes of initiating, planning, executing, monitoring, and closing a project without losing sight of the iterative nature of project management. The inclusion of Project Management Templates gives students and other users of the book the confidence required to effectively understand the basics of managing a wide variety of projects across disciplines including construction, building, industrial engineering, petroleum engineering, software engineering, information technology, business administration, and event management. Introduction to Project Management: A Source Book for Traditional PM Basics can serve as a core textbook for academic courses in project management, for preparing for PMP and CAPM Certification exams, as an excellent resource for new project managers, as well as a handy reference book for project sponsors.

The article analyzes the economic essence of such an important category for any enterprise as project management. The necessity of its use in marketing activity is revealed. Its role in the marketing complex in the development of new products, as well as the improvement of existing ones is determined. If the company has several projects in progress, and each week has a dozen deadlines, the number of controlled tasks can exceed a hundred, then work without rushes, even with the busiest schedule will not be possible. Therefore, the use of project management techniques in such a stressful situation will provide opportunities to keep all processes under control, respond very quickly to identified problems and quickly adjust plans that will provide opportunities to work without rushes on a busy schedule. Each project has its own nature, life cycle, patterns and methods of management. Using a certain project management methodology will provide opportunities to implement it in an optimal way, avoiding failure and loss of money. The importance of project management grows when a company plans to develop a new product. Custom requirements for the future product should be formed by the marketer and this part of the work relates to project management. Mastering project management provides an opportunity to look more systematically at the task and the process of solving it, this is very important in the development and implementation of marketing strategy. The project management methodology is designed for complex resource-intensive projects and its full application will be excessive. It is necessary to use only that will really increase efficiency of work of division. It is necessary to implement and implement project management in the department, if employees will consciously participate in projects. The best way to achieve this is to hold seminars on the basics of project management for them. And as employees grow, it is possible to delegate some of the project functions to their specialization, which will increase staff motivation and relieve management of more complex tasks.

The article analyzes the models and methods used to share methodologies in projects, programs, and project portfolios. Relevant literature sources are analyzed, including project management standards and the solutions they offer. Particular attention is paid to hybrid project management methodologies. Three stages of methodology hybridization are identified. The difference between syncretic methodology and hybrid methodology is determined. Three concepts of interaction between the project portfolio management system (the core of the syncretic methodology) and the project management system are considered. A data model (for the methodology interface) that generates a project for exchange with the portfolio management system is described. A model for classifying interfaces between methodologies of individual projects (or methodologies of individual parts of one project) within the project management system of a project-oriented organization (portfolio) is proposed. The following classification criteria are proposed: by the purpose of the interface, by the degree of forecasting future changes in the external and internal project environment, by the degree of use of artificial intelligence, by the degree of universality (applicability to other types of projects and project portfolios), by the methodology of the central management system, by the flexibility of configuration, by the degree of interface automation. The most commonly used types of interfaces between methodologies are characterized by four features. A model of data exchange through interfaces within the syncretic methodology is proposed. A SWOT analysis is conducted, strengths, weaknesses, opportunities that arise when applying the proposed interface models within the syncretic project management methodology, and threats that may arise are highlighted. Areas of further research in the selected direction are formulated: formalization of industry models of interfaces of the syncretic project management methodology at the level of the corporate methodology of a self-managed project-oriented organization (for infrastructure projects); formalization of industry methods for implementing interfaces between methodologies of individual projects and the syncretic core of the project portfolio management system within the syncretic methodology (for infrastructure projects); development of models for using artificial intelligence elements in interfaces between methodologies of individual projects within the project portfolio managed by the syncretic methodology; practical testing of models and methods of interfaces between methodologies of individual projects within the project portfolio, guided by a syncretic methodology in the implementation of projects (project portfolios) of infrastructure restoration in Ukraine by self-managed organizations. Conclusions from the conducted research are formulated.

Objective: The purpose of this study is to investigate on the project management methodologies effect on project success. Project Management Methodologies has been underlined as one of the key diagnosis among businesses with project success.
 Methods: A comprehensive review was carried out with the aid of online research journal websites as well as other in-context articles. While conducting this study, the key words in the search query were directed towards project methodologies and project success in Ghana. Areas noted in relation to this study was use of project management methodologies among businesses. Therefore, there was linkage of papers pointing out the effects on project management methodologies on project success.
 Results: The findings indicate that corporations have little to no say over project performance metrics and are unable to take on responsibilities outside of their core competencies. Managers' decision-making improves when they have access to reliable data. Having clear project goals in mind is crucial for making informed investment decisions. 
 Conclusion: This comprehensive review provides an in-depth understanding of project management methodologies on the effect on project success among businesses in Ghana.

Addressing stress at work is a topic that is being added to the agenda of many organisations. There are various sources of stress that could impact an individual. Whether it is personal relationships, physical health concerns, mental health issues or professional relationships at a work, an individual’s productivity will be affected. Employees who work in a project environment are already succumbed to the constraints of time and budget. The topic of employee wellbeing is under research for several years, and there are several solutions available and initiatives implemented within global organisations to enhance their team’s wellbeing. Therefore, there is a need for a project management framework that also take employee wellbeing into consideration. This paper reviews the literature on employee wellbeing and some of the most commonly applied project management frameworks, namely Project Management Institute (PMI), the Association of Project Management (APM) and PRojects IN Controlled Environments (PRINCE2). As a result, a practical guideline is proposed to embed employee wellbeing into the project management book of knowledge (PMBOK Guide) of PMI, incorporating three key process and supporting tools and techniques.

Project management is becoming a core competence for all of us. Across the globe, complex projects are emerging to meet the challenges posed by work uncertainty and disruption. Project-based businesses are required to readapt and implement changes while exploring management techniques to better achieve project outcomes. We believe it is not just about managing processes to ensure that the strategic goals of a business are delivered on time, within budget and specification. These days, project management is more about adopting and implementing the right methodology to strategically deliver the project to a successful outcome. Project management methodologies equip the project manager with a set of principles to ensure that they achieve optimum project performance. This freely available project management eBook is the start of your journey in the field of complex project management methodologies, introducing you to some of the core methods, processes and tools as recognised by the project management discipline. This eBook lays out methodologies such as XP, Agile, Scrum, Kanban, Six Sigma, PRINCE2, Waterfall, PRiSM, Soft Systems Methodology as well as introducing Project Design as a method so you can leverage the right project management approach. This eBook will be of value to students, practitioners, and businesses in Australia and overseas seeking professional development in the field of project management methodologies.