Monitoring and evaluation of forestry projects for local community development

Private Sector-led Urban Development Projects. Management, Partnerships and Effects in the Netherlands and the UK

The purpose of this research was to plan an approach to a project framework that integrated a model for sustainability and CSR, with the process groups of the Project Management Body of Knowledge (PMBOK®) standard, in its application to the training of a group of students in Project Design, Management, and Evaluation. The integration was justified by the scarce explicit references to sustainability and CSR found in traditional project management guidelines, norms, and standards. The new framework was used to structure a Sustainability Management Plan, which made it possible to incorporate sustainability criteria throughout the life cycle of the training project. The training proposal in Project Design, Management, and Evaluation was chosen, among several alternatives, by a multi-criteria selection process (fuzzy AHP) in the context of project scope management. The results reveal a great heterogeneity among the models and the lack of a base of key indicators in sustainability and CSR measurement tools as well as of explicit references to sustainability in project management standards. It is therefore necessary to develop a Sustainability Management Plan that can be introduced in the Project Management Plan and thus influence the strategic and operational guidelines of the Institution.

Status and scope of project management in the hospitality industry

In article trends in the development of projects and programs are analyzed, characterized by digitization, globalization, transition to Agile transformation, and business projection. The Classifier of Professions in Ukraine does not reflect all positions of today. By searching for the word «project», the Classifier implies a chief architect, chief designer, chief engineer, etc. The disadvantage of the Classifier of Professions is the lack of new, modern professions related to project and program management. The development of the Agile environment has also affected the professional work of project management, giving rise to many professions that need detailed consideration. The list of professions related to project management is considered. The most important ones from today's point of view are Project Manager, Project Curator, Project Coordinator, Administrator, Supply Chain Design and Management Specialist, PR-Manager, Event-Manager, Fundraiser, specialists in various project management fields. The content of the responsibilities for each item is disclosed.Agile specialists allow to use changes to provide the project customer with competitive advantages. At present, there is a need for competent Agile-specialists who must have the ability to sustainably develop, have the motivation to adapt and grow, which drives the project team to these changes. Agile-specialists or agile-leaders are able to deliver project results through the tools and resources available, through systematic and strategic thinking, as well as resourcefulness and a situational approach, that allows any change to be made to deliver the project with a competitive advantage in a dynamic environment.Agile is an outlook on the value of each project participant, people more important than processes and tools. Many teams are trying to implement Agile-today these days, but forget that this approach requires rehinking. After all, Agile-works if each participant is equally important and equally willing to adapt to a dynamic environment and constant change. Unfortunately, there is no universal «recipe» on how to be flexible − there are only some tools that help you adjust. In the future, professionals will increasingly need to replenish their competencies, acquire new skills that will be relevant and in demand in the rapidly evolving world.

Providing structured yet adaptable models of project success within an organization, A Standard for Enterprise Project Management explains each of the basic elements needed for project success and integrates them into a balanced life-cycle continuum. It also supplies an inventory of practical policies, procedures, techniques, and templates for consistent management of projects. The book first discusses project authorization and initiation, followed by analysis and planning. It then covers execution, control, and closure. Each phase contains an explanation and an illustration of how to optimize success. Throughout the text, the author refers to numerous appendices that constitute both blank and completed templates. He provides details on how to use these tools, with an emphasis on balancing the benefits of standardization and the need for flexibility. The accompanying downloadable resources encompass a color version of the book with four bonus features: Quick start with Project 2003 that offers a one-page tutorial and three pages of screen prints designed to quickly generate readable and concise project plans Complex project readiness grid that suggests how to manage intricate interrelationships in a project or program environment Project management competency development grid that outlines a program for developing key skills among project managers within an organization Traceability matrix that illustrates how various levels of requirements and final solutions are interrelated This book offers a painless guide to quickly getting business initiatives out of the clouds and onto the ground. Blending the rigor and discipline of project management with the thoroughness of business analysis, it shows how to successfully build, complement, and enhance project management and business analysis in any organization.

The Fast Forward MBA in Project Management

As observed from the reviewed literature, the execution of research and development (R and D) projects in Nigeria is challenged by many social, political and economic factors interacting in complex and dynamic ways. This interaction is reflected in the history of science and technology in Nigeria, its culture, legal systems, institutional frameworks and social capital. The economic and social development of Nigeria is critically dependent upon the ability to establish a competitive, productive and efficient industrial sector built on a strong technology base. This implies that her natural resources must be developed and utilised as inputs to industrial production and as direct products to improve the life of the population. Public research organisations (PROs) are considered to be critical to the survival of industries and to the achievement of self-reliance through the use of locally available raw materials. This thesis explores the application of strategic project management (SPM) practices in the execution of R and D projects in PROs in Nigeria. The research employed a mixed method of quantitative and qualitative research in order to capture the experiences of project management practitioners with SPM practices in PROs in Nigeria. Although areas of variations in practice were identified, the major findings highlighted that there was a gap in the practical implementation of SPM. The findings also revealed key determinants associated with the implementation of SPM and the factors that affected its application in PROs in Nigeria. The research findings were further synthesised into a framework, capturing ten key dimensions that must be taken into account in the execution of research and development projects. The determinants include having a project-based organisational structure, top management involvement in the project execution, strategic project leadership style, the appointment of a project team, the project team's competence, project alignment with organisational strategy, project prioritisation and selection, maximising R and D strategy, the project management process, and the SPM process. The framework validation was a follow-up discussion, which was conducted with project management practitioners in the selected research organisations in Nigeria. Reflecting on their experiences in the management of R and D projects, the participants acknowledged that the proposed SPM framework and its ten key variables were fundamental to the effective execution of R and D projects in PROs in Nigeria. It was concluded that the use of such a framework would highlight areas that needed to be addressed in order to achieve effective execution of R and D projects in these organisations.

The knowledge and holistic management indicators to measure the sustainability of area-based infrastructure project (AIP)

A “systems thinking” (ST) approach generally recognises that international development processes are complex, inter-related, non-linear, and constantly changing. They involve many different types of actors, all with different levels of power. ST change methods try to mirror these qualities, and move away from more conventional project design and implementation that use simple linear input-output-impact project logic. Thus, this rapid literature review seeks to find out what are some examples of ‘systems thinking’ projects in international development. The aim of this rapid review is to provide concrete examples of how ST shows up in the project design and management processes that are typically used by people working in the international development sector. These include project management arrangements, evaluation indicators, results frameworks, budget allocations and procurement, country diagnostics, and the foundational analysis that informs project design. The examples found were mostly extracted from donor project documents. Different definitions of ST may emphasise different elements. An attempt was made to find a range of projects from different sectors, and to go beyond projects that exemplified “Market Systems Development” and “Adaptive Management,” for which there are already repositories of project examples (see Further Resources).The inclusion of the projects in this review does not imply that they were successful, only that they contain some evidence of ST in them. Most of the projects identified have a further library of documents, including evaluations, that give more detailed information about their successes and failures.

The effective work of housing and utility service providers is closely related to the development projects they implement. Anti-risk management is an important component of development project management. The analysis of the main directions of the development projects of housing and communal services providers is carried out, the limitations in which they function are given, the principle model of building the organizational structure of the management of development projects is described, the research methodology and architecture, a conceptual model of anti-risk management in the development projects of housing and communal services providers is proposed for carrying out further scientific research. An essential lever for increasing the effectiveness of anti-risk management in the development projects of providers of housing and communal services is the possibility of adjusting priorities regarding the implementation of development projects in real time due to the introduction of management automation and decision-making algorithmization, a process approach to risk management and management decision-making, and a dynamic organizational structure of project management development Automation of management and algorithmization of management decision-making allows all participants of development projects to be in one information system: to build a logical sequence of tasks, to determine the project path, to create an uninterrupted material flow with the minimization of necessary stocks, to establish transparency and control for stakeholders of development projects, etc. Algorithmization of decision-making allows timely prevention of project volume growth, low productivity, cost overruns, lack of time, resources, decision-making based on incomplete information, incompetence of development project participants. The dynamic organizational structure of management of development projects stimulates the coordination of actions and quick resolution of issues, education of the personnel reserve, establishment of communication, etc.

Cost overruns remain a critical issue in the Philippine construction industry, particularly in vertical building projects within the private sector. These budget exceedances can significantly disrupt project timelines, reduce profitability, and erode stakeholder trust. This study aims to investigate the root causes of cost overruns by collecting empirical data from 40 construction professionals, including engineers, project managers, architects, and contractors. Using a structured survey and statistical analysis, the study identifies and ranks both internal and external factors that contribute to budget deviations. The results show that internal issues such as inappropriate planning (85%), poor project management (78%), design errors (65%), and financial difficulties (60%) are the most significant contributors. External causes, including raw material price fluctuations (50%) and unforeseen site conditions (45%), were acknowledged but deemed secondary in severity. A key insight is the variation in perception across stakeholder roles: senior managers emphasized communication and financial controls, while field professionals highlighted operational planning and risk assessment. The paper proposes several mitigation strategies, including the adoption of digital project management tools, stronger communication protocols, rigorous financial oversight, and proactive risk management practices. By addressing these issues comprehensively, construction stakeholders in the Philippines can significantly reduce the frequency and impact of cost overruns. The study not only contributes to the limited body of local literature but also provides actionable recommendations for enhancing cost performance and overall project success.

To illustrate the personalities that should direct project executions, and to examine the role of project leadership in economic development in Nigeria. Nigeria is a country with abundant natural and human resources. It's perplexing to learn that countries with a single source of resources or endowments rule over those with a variety of resources. It's the product of self-gratification, or the pursuit of personal interests by individuals, and it's linked to weak leadership. In Nigeria, this article examines the relationship between project leadership and national economic development and productivity. The paper reveals the role of leadership and human management with their unlimited power of wants and needs, as well as how productivity and project execution play a critical role in fund allocation. With the numerous human and natural resources, why do we still experience infrastructural deficit, no developmental projects, the mind-set of the people contradicting national development, increase of unemployment and insecurity in the nation, power failure and finally, a consuming nation? There is a chance that the people who can create a workable and suitable system are project managers or a leader who possesses the qualities or potentials of a project manager. The paper focuses on the major issues confronting Nigeria, as well as the role of effective project leadership in resolving these issues. The main findings of this paper are the distinctions between a project manager and a project leader. The paper concludes that Nigeria will become the world's leading economy if the project managers' system is adopted and managed, particularly in the area of developmental projects for productivity and proper management.

This study is a sociological analysis of popular participation in local level development activities in Tegashena village in the Matara District, Sri Lanka. Social, economic, political and administrative factors that influence this process are identified.The study discusses how the topic of participation emerged as an issue in contemporaneous thinking on planned development and identifies its implications. It further inventories a number of sociological contributions towards the understanding of dimensions and determinants of popular participation and derives a conceptual and analytical framework. in this framework the individual actor plays a central role. It is assumed that within the context of development activities or projects, individual actors Pursue their own goals, i.e. have their "private cycles of planned development". This is elaborated through the concept of the basic linking loop. Cooperation between actors, leading to action- sets of actors, is reached mainly through patterns of dyadic alliance building, while brokerage prevails in case linkages with systems or persons outside the village have to be forged. The dynamics at the interface influence the way local level development is carded out. However, despite the emphasis given to the role of actors, it is recognized that local level development is not taking place in a structural vacuum. It is, therefore, analysed how structural properties like values, norms, command over resources, distribution of power, relationships with the institutional set-up etc. facilitate or constrain actors' behaviour. The participation of actors is approached from an empirical-descriptive angle by using various qualifying principles.Chapters on the physical, historical, social, economic and developmental characteristics of the region and the village are included to provide a descriptive background for the discussion of these factors. Five case studies on local level development inTegashena are presented, which are written from an actor oriented perspective. Finally, these cases are discussed with the help of the above mentioned conceptual framework. The main findings of the study indicate that the analysis of linking loops and their interplay, of the processes and dynamics of interaction and interface, of the networks utilized and action-sets constructed can throw light on the complexities involved in local level development and facilitate a deeper understanding of the process of participation. It was, in contrast, found that the current usage of concepts as programme, project, plan or planned development implied such a degree of rigour, formalization and specification, that these were largely not applicable to the cases reported. Development in Tegashena mostly resembled an unspecified process of "muddling through". Plans existed in the form of flexible mental constructs, implemented in an informal, individualized way. Development evolved over time by the acts of human actors engaged in complicated and changing patterns of interaction, which made the course of the development activity unpredictable. The participation of actors shows definite patterns according to the employed qualifying principles and can be explained largely with reference to expected or perceived costs or benefits at the level of the individual actor.The participation process in Tegashena reveals a voluntaristic element with connotations such as pursuance of individual goals, alliance forming, empowerment and achievement. However, according to this study, participation in development activities should not be considered as communal action for shared common goals, but rather as individual interest articulation, perhaps presented in the form of acceptable ideology or rationalizations. Moreover, participation was patterned according to structural lines that confined its acclaimed benefits like equal access and equitable distribution of benefits in such a way that existing relationships were reproduced instead of changed. Participatory development activities tended to be manipulated on the basis of resource control, so that more powerful actors succeeded in acquiring most benefits. Socio-economic relationships, norms, patterns of patronage, brokerage and political clientelism worked together to effect this outcome.By way of policy recommendation it is argued, however, that by taking empirical factors into account and by designing participatory interventions accordingly, better results could be obtained. The close interrelationship between the socio-economic environment and participatory development and the consequent lack of standard recipes, warrants that in the identification and formulation stages of development activities participation is explicitly taken into account. Presently the role of intended beneficiaries in these stages in general is too limited, while no detailed ex ante institutional assessments are made of major actors and of their potentials and attitudes vis-a-vis contemplated participatory activities. Furthermore, it should be accepted by implementing agents and donors that participation renders the development process more complicated, unpredictable, localized and cumbersome. More time should be allotted to participatory projects. Current conceptualizations of development activities as projects seen as specified, isolated interventions on the basis of predefined goals and targets, timeschedules, locations, management structures and plans of action are out of tune with the reality of participatory development and its socio-economic context in South East Asia. An open(ended), flexible and interactive approach is indicated, while implementation cannot be centrally guided, but must be delegated to field level in response to local needs and emerging circumstances. In such situations, it is essential to develop a well-designed monitoring and evaluation system, including a management information system, for timely and appropriate action by project management. Finally, in order to effect a more equitable distribution of costs and benefits of participatory development activities, countervailing power among weaker segments of the population against existing centres of power is a precondition.

The general objective of this study was to establish the influence of project management practices on implementation of donor funded water and sanitation projects in the Central Rift region, Kenya. The study specifically sought to establish the influence of stakeholder involvement, project team training, monitoring and evaluation and risk management on implementation of donor funded water and sanitation projects in the Central Rift region, Kenya. The study was anchored on four theories, namely; stakeholder theory, team theory, dynamic capabilities theory and the theory of resilience. For purposes of this study, a descriptive survey design was employed. The target population were all 160 project members comprising project managers, consultants, project implementation teams and task managers from donor agencies in 16 donor funded water and sanitation projects in the central rift region. Using statistical formulae, a sample of 62 elements was obtained. Purposive sampling was then used in targeting the said staff in each of the donor funded water and sanitation projects. This study used questionnaires in collecting data from the target group. Pilot-test was conducted to check the reliability of the instruments used for data collection. Data was analyzed using both descriptive and inferential statistics with the aid of the Statistical Package for Social Sciences (SPSS) version 25.0. The study revealed that when all the variables for project management practices, stakeholder involvement, project team training, project evaluation and risk management, were multi regressed against the dependent variable, project implementation, there was an observable model of good fit at 99.6% hence, a good predicator of project implementation if cumulatively practiced. The study further found that stakeholder involvement is a significant predicator (p=0.046<.05) of project implementation in donor funded water and sanitation projects in the Central Rift region, Kenya. Further, the study established that project team training is an insignificant positive predicator (p=0.800 >.05) of project implementation. Project evaluation is a significant predictor (p=0.024<.05) of project implementation and role risk management was found to be a significant predictor (p= 0.21 <05) project implementation. Regression analysis revealed that risk management variable (β = 7.633) has the greatest influence, followed by stakeholder engagement variable (β = 1.192) then followed by evaluation variable (β = 0.116) and lastly project team training variable (β = -0.672).Therefore, the study recommended that, project implementation teams for donor funded water and sanitation projects in Kenya should emphasize more on project risk management as it has the most significant influence on project implementation. The study recommends that the donors of the water projects should sustain, project team training, as much it does not significantly influence project implementation, but it contributes significantly to the overall model fit. The findings of this study will be significant to the government since it aims to stimulate economic growth through attaining value for money for funds sourced from donors. The study will also provide opportunities for project managers to identify key project management practices and how they influence implementation of donor funded water and sanitation projects.

Project organization and management software development project management model is the best form of software development enterprises in China's understanding of software development project management has been greatly improved. Traditional software development projects have different characteristics, therefore how flexible application for software project management theory and strategies of the main research objectives of domestic software development project management. Our software in enterprise application software development project management, general shortcomings in implementation, this article on software research and development analysis and project management of implementation strategies.