Performance analysis case study of United States to India software development migration process

<p class="AuthorInfo">In the modern society, the internet breaks through the restrictions on time and space and becomes a ubiquitous learning tool. Designing teaching activity for digital learning and flexibly applying technology tools are the key issues for current information technology integrated education. Interactive learning modules could be used in the classroom environment for effective learning. This study explored the effect of instructional modules for providing supplementary instruction in biology concepts. Interactive digital learning module was developed in order to assist students in biology learning. Interactive activities were considered in this study, include teacher – student interaction, student - student interaction, student - content interaction, and student - technology interaction. 180 students of Grade 11 in 6 classes at SMAN 2 Balige were selected as the research subjects. Three groups of students participated in biology learning course, (2 classes) using different modules were interactive digital module, digital module and text module. Goal of this research was to determine the impact of interactive digital learning module on students’ learning activity and autonomy. Quantitative results obtained by using questionnaire to understand the student’s learning activity and autonomy. Results showed student’s activities and autonomy who learned with interactive digital learning modules significantly different with students who learned using text learning modules. The use of interactive features increased the activity and autonomy of learners and created the student-centered learning environment. Students under interactive multimedia instruction performed better than text module class. These findings suggested that learning activity and autonomy of students in biology could be enhanced by multimedia instruction.</p>

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). …

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. …

ISO 9000 certification and construction project performance: The Malaysian experience

This research explores the role of communication in project management, highlighting its importance in enhancing the efficiency of project execution and ensuring the achievement of objectives. The study shows that ineffective communication can lead to issues such as misunderstandings and delays, hindering workflow. A descriptive and analytical methodology was employed to examine the challenges faced by communication in projects, as well as effective communication tools and techniques. The study aims to analyze the impact of effective communication on various project phases, from planning and execution to monitoring and closure. It also addresses the challenges related to improving communication among team members and presents strategies for enhancing communication effectiveness, including training in communication skills, clearly defining roles, and utilizing modern communication tools. The findings emphasize that effective communication enhances team productivity and reduces obstacles, contributing to success in project management. Recommendations include the importance of developing communication management plans and implementing best practices to achieve a collaborative work environment based on transparency and effective coordination.

This article uses the results of a survey of 56 American construction project managers to identify some risks and improvement opportunities pertaining to the practice of effective project management. In the process, the most and least important project management variables are identified and ranked. Next, the extent of knowledge, extent of use, and extent of relevance to project success are examined for project managers with and without international project management experience. Results of these analyses suggest improvement opportunity for business and higher learning in terms of training and educating future project managers. Based on the results of this study, it is concluded that both higher learning and business must approach the art and practice of project management from a global open system perspective. © 2002 Wiley Periodicals, Inc.

The Fast Forward MBA in Project Management

The aim of this research is to examine the level of adoption and application of project management practices in a not-for-profit organization within a case study of performance for all northwest. The growing competition for limited resources amongst organizations, both profit making and not-for-profit, continues to be a major driver for these organizations to adopt project management practices that can improve project performance efficiency and increase project success. Many research activities carried out on application of project management principles have been focused on profit-making organization especially the large companies. However, this research attempts to investigate the level of project management application within a not-for-profit company in the United Kingdom. This research was conducted based on Performance for All Northwest (PFA) as a case study. The company is a small social enterprise in the Northwest of England. A review of literature on project management framework, methodology and best practices across various disciplines was conducted. A qualitative method was adopted in the research and semi structured interview was conducted with the founder and a selected employee. The data obtained were subjected to qualitative evaluation, review of literature and a comparative analysis of the current project management practices within the organization with project management best practices was also conducted. The study utilized purposive sampling; a targeted selection process deemed suitable for its focus on individuals with specific insights into the organization. Purposive, or judgmental sampling, is preferred when researchers aim to engage a particular segment of the population that meets predefined criteria. Despite the limited sample size due to company size constraints, two respondents were identified as fitting the criteria based on their substantial experience within the organization. The result of the analysis shows that project management best practices regarding scope, time, and cost management are still lacking within the not-for-profit industry. It also reveals that inadequate knowledge of the importance of project management to organizational efficiency and project performance exists within the organization. The research further made recommendations for Performance for All Northwest and other not-for-profit organizations. The study confirms that although an increasing number of organizations are beginning to adopt modern project management methodologies, many are still using the conventional style of managing projects. The research has highlighted some important issues relating to project management practices at PFA. The research findings have identified some crucial gaps in the adoption of project management practices and will therefore recommend project planning, training, development, and lessons learned strategies to help improve project outcomes. While other studies on project management practices are centered on profits organizations, this study goes on to indicate specifically that not-for-profit organizations have not fully understood and appreciated how project management principles and methodologies can assist them in project performance and easier attainment of organizational objectives.

This study focused on the development and validation of an interactive computer-based learning module designed for Grade 8 English under the K to 12 curriculum. The module was created following a Research and Development design and evaluated using an experimental approach. Participants were selected from heterogeneous sections of a secondary public school in the Division of Mabalacat City. The experimental group utilized the interactive module, while the control group followed the traditional discussion method. Findings revealed that students who used the interactive module outperformed those taught using traditional methods. Expert validators in both English and Information Technology provided positive evaluations of the module’s content and design. These results demonstrate the module’s effectiveness in enhancing students' academic performance. This study underscores the potential of interactive computer-based modules as valuable tools in fostering 21st-century skills and adapting to evolving educational platforms.

Purpose Project information is widely and thoroughly exchanged within construction projects. However, the risk management process exhibits deficiencies in coordination and visibility, particularly in developing countries. Practitioners in developing countries often engage in Project Risk Management (PRiM) using practices that inadvertently hinder project success, frequently resulting in suboptimal outcomes. Therefore, this research explores practices within Project Integration Management (PIM) and Project Communication Management (PCmM) that could enhance PRiM and improve managerial proficiency to achieve project success in developing countries. Design/methodology/approach The PIM, PCmM and PRiM processes were explored from the literature; the data was gathered initially by close-ended interviews conducted with a panel of twelve experts followed by a well-structured questionnaire. Structural Equation Modeling (SEM) was employed via AMOS to analyze the data and construct a model representing the intricate relationships between the processes. Additionally, the validity and reliability of the method were inspected. Findings The data analysis confirmed that PIM and PCmM were correlated according to contractors and consultants in the Jordanian construction industry. Furthermore, both have a positive influence on the PRiM. In addition, a 13-step process was developed to apply extra processes and practices to ensure better implementation of the PRiM in developing countries. Originality/value The literature highlights that integration and communication management influence project performance. However, there is a lack of research utilizing practices from these knowledge areas to achieve better project risk management implementation. This research highlights two of the most underrated knowledge areas in project management. Therefore, a framework was devised, comprising processes that practitioners should take into account during the planning phase leading to efficient PRiM to enhance their managerial proficiency.

Despite the adoption of social media in many business operations, evidence suggests that the usage of social media for project management activities is scarce. Through this literature review, the paper seeks to clarify the scope of the available knowledge, highlight the significance of new research agendas and address the principal reason for the limited use of social media in project management. A literature review was conducted to analyze the benefits of using social media in project management along with the areas in which it is used, the threats, barriers and enablers of social media adoption. Key areas where social media is used in project management include requirements management, communication management, policymaking, knowledge management and collaboration. Social media usage has shown to improve information sharing, engagement and relationships. Threats include a negative impact on reputation, employee productivity and information privacy. The reviewed literature highlights that the lack of a social media adoption strategy is the principal reason for the limited use of social media in project management. This studycontributes to both the project management practice and literature by introducing a model for social media adoption in project management.

This article presents a thorough framework for project communication while examining the critical role that communication plays in managing multinational projects. Examining existing research on global project management success criteria, the study highlights contemporary global communication concepts and obstacles. The study suggests using cross-cultural communication practices to reduce miscommunication with a complete overview of the project communication life cycle, which includes planning, initiation, execution, monitoring, and closing. Developing an organizational structure and developing a plan are necessary before starting a project's communication. Environmental analysis, communication objectives, stakeholder identification, communication channels, information format, guidelines, resources, and project ethos are all included in the strategy. By identifying methods, designing content, and doing stakeholder analysis, project communication planning promotes alignment with project goals. Project communication implementation places a strong emphasis on communication skills, delivery methods, and information sharing. It's important to keep up communication skills, and having a specific channel for project information makes it more accessible. Monitoring adherence to communication management techniques, spotting deviations, and putting corrective measures in place are all part of controlling project communication. Robust document control, including identification, versioning, owner assignment, approval, distribution, retention, and security, is necessary for administrative closure. Cultural obstacles, language barriers, time zone differences, technical barriers, organizational hierarchy, and a lack of in-person engagement are some of the unique communication issues encountered in multinational initiatives. The pros and cons of various communication models—such as technology-driven, agile, interactive, transactional, cultural, and linear—are compared. The study offers a comprehensive framework, integrates multicultural features, explores problems, and suggests communication cycles, all of which greatly improve project management and communication in global projects. The significance of communication culture and recommendations for high-performing businesses are highlighted. According to recognized success criteria, the research emphasizes the importance of communication in project success. With all factors considered, it offers scholars and professionals insightful information as well as useful recommendations in the ever-changing field of international project management.

The business environment is surrounded by economic uncertainties, which shows the need to develop methodological practices that make it competitive, sustainable and innovative. The purpose of this paper is of analysing the relationships between the project management practices, the product and process innovation, and the sustainable competitive advantage in enterprises in Southern Brazil. This research has a quantitative and descriptive character, in which the data were collected through a survey in 226 enterprises in the Activity Sectors of Industrial Manufacturing, Commerce and Services. Data analysis done through the Structural Equation Modelling, we used the following techniques and methods: Exploratory Factor Analysis, Confirmatory Factor Analysis, and Hypotheses tests. The research showed that enterprises use project management practices and have product innovation and process innovation, which are essential for sustainable competitive advantage. However, the enterprises are moving towards proactive behaviours, since they present innovative actions for their market permanence and competitiveness, once the organisations face constant legal and political enforcement, due to the globalised market. The research shows evidence which may help the enterprises’ managers and decision-makers to improve or influence their enterprises’ competitive and sustainable performance. In this sense, the practical implications of the research are presented to add value to project managers and researchers.

Artificial Intelligence (AI) has emerged as a disruptive force, transforming industries and revolutionizing business processes. Among the domains significantly impacted, project management holds immense potential for transformation. AI’s integration promises intelligent automation, data-driven decision-making, and predictive capabilities, addressing challenges in traditional project management methodologies. Successful AI implementations have revolutionized project management, improving forecasting, resource allocation, and risk assessment. Despite the benefits, challenges hinder AI adoption, including data quality, investment uncertainties, workforce readiness, and change management. However, AI’s potential to address gaps in project management is substantial, enabling data-driven decisions, real-time monitoring, resource optimization, and enhanced agility. This research examines AI’s evolution, successful implementations, challenges, and potential implications, providing insights for effective AI integration in project management. Key Takeaways: • Project management is one domain that stands out as highly impacted by artificial intelligence, offering immense potential for transformation through AI integration. • AI-driven solutions in project management promise intelligent automation, data-driven decision-making, and enhanced predictive capabilities, addressing traditional methodological limitations. • Despite challenges, AI holds substantial potential to address existing gaps in project management practices.

In a crisis situation, employees are facing pressures and challenges because they have to deal with unexpected disruption in their routine working conditions with a high level of uncertainty. Organizational communication strategies and practices play important roles to give employees information, direction, and support. The research aims to explore how organizational communication strategies and practices responses to such a specific crisis: Pandemic Covid-19, using a situational crisis communication theoretical framework. The research applies a qualitative approach. Four organizations participated, involved two business organizations and two educational organizations, selected using a maximum variation sampling technique. Four people representing each organization were interviewed using the inductive method. Data were analyzed using thematic analysis. The findings show that organizational communication strategies and practices being used by all participants’ organizations are mostly related to the preparation stage and the response stage of crisis management. Early crisis management planning, forming crisis management teams, and preparing supporting communication systems, including providing health care facilities and communication protocols for infected employees are salient practices during the preparation stage. On the response stage, leader and horizontal communication intensively used with a variation of media and channels. Interestingly, informal communication was minimized while formal communication conducted intensively and transparently. Furthermore, sensitivity to employees’ needs and conditions as well as emphatic communication expressing positive emotion and support was perceived positive to help employees to understand the information well and to feel being understood and being appreciated.