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CONTENTS AND ABSTRACTS OF PAPERS

Generalized Stochastic Network Models for management of complex projects (Part 1)

Vladimir Voropaev,

Yan Gelrud

This paper provides detailed mathematical description of Cyclic Alternative Network Model with consistency’s necessary conditions substantiation. It examines formal problem statement of Cyclic Alternative Network Model temporal analysis and presents resourse and time analysis algorithms of Cyclic Alternative Network Model illustrated by numerical example. The summary describes the application of Cyclic Alternative Network Model for solving a number of problems in scheduling of complex resource-limited projects.

Project Portfolio in Organization: strategy, typology, analysis

Valery Anshin,

Igor Demkin,

Igor Nikonov,

Igor Tsarkov.

In this paper the authors discuss the questions concerning interrelation of company’s strategy and project portfolio. The authors propose portfolio typology considering the presence of real options, life-cycle stages, features of innovative processes, types of organization activity. They recommend analytic research techniques of portfolio structure. In the article review processes of project portfolio are also viewed.

Complex Project Managers (Part 3)

David Dobkins

Complex Project Managers are given responsibility to deliver high impact projects for our society. In doing so, they take custodial responsibility for an enormous quantum of resources. Governments and corporations are facing a critical shortage of complex project managers, with the current supply shortfall in the order of ninety percent.

There is no magic bullet that can make complex projects simple.

This paper sets out to define a methodology to identify and deliver complex projects, to define the competencies and special attributes required to deliver complex projects; and to develop a strategy and methodology to identify potential complex project managers early in their career, and fast track their competency and special attributes development.

Human Resource Management in the Project-oriented Company: An Underexplored Topic

Rodney J. Turner

Through this paper we aim to extend the current state of knowledge of human resource management (HRM) in project-oriented companies. Project oriented-companies differ from classically managed, stable organizations and through this research we investigate if, and to what extent, their distinctive characteristics, including the temporary nature of the work processes, lead to a need for specific HRM practices. We describe a review of the extant literature on the topic of HRM in project-oriented companies, and then propose a model for HRM in project-oriented companies. We investigate this model through interviews with managers from project-oriented companies. We conclude project-oriented companies need to adopt additional HRM practices specific to the project, and adapt existing HRM practices to support the strategic choice of management by projects.

Project Management Practices: Variation by knowledge area, project type and phase

Claude Besner,

Brian Hobbs

The purpose of this paper is to present empirical results that show the actual state of project management (PM) practice and the perceived impact on project success that could result from further development of this practice. Knowledge area and context specific variations of practice are examined. The paper is based on a survey of 750 project management practitioners, which collected information on the actual use and perceived potential of PM tools and techniques. The use of tools and techniques is seen here as an indicator of the realities of practice. Classification by knowledge area reveals patterns of practice and provides a structure to analyze and reports on the use and value of the tools and techniques. The study found some aspects of practice to be common across all types of projects and all contexts, but on this background of similar patterns of practice several statistically significant differences have also been identified. Variations by project types and project phases are used to illustrate these differences.

Investigating success and management maturity relationship: an exploratory study on information systems projects

Darci Santos do Prado,

Russel D. Archibald,

George Leal Jamil,

Warlei Agnelo de Oliveira,

Wagner Maxsen

Using an exploratory approach, this work aimed to evaluate the relationship between project management maturity degrees, as defined by the Prado-MMGP model, and success perceived on software development projects, according to Archibald (2003) categories classification. The research, which used questionnaires answered autonomously by Internet interviewees, provided preliminary results that reveal the relationship of success versus project management maturity degree, and provide an understanding of these results as a base study for subsequent, more detailed observations, which is an expected outcome of an exploratory research effort.

2007 — The year of PMForum's emergence as a global resource for the world of project management!

David L. Pells

Nearly 14 years ago when David Curling began to explore this new medium, the worldwide web, he decided to create an independent source of global information about professional project management. He created www.pmforum.org, the world’s first PM website, which he promoted at the first Global PM Forum in New Orleans in October 1995. By the time he retired at the end of 2004, David had created one of the world’s best known project management websites, visited by thousands on a regular basis, and linked to over 10,000 other websites around the world. During 2005 and 2006, PMForum.org was owned and administered by iWorld Projects & Systems, a business development company that tried to grow the website as a global platform for PM news, information and services. Traffic and visibility of the website continued to grow, but slowly. In early 2007, PMForum, Inc. was formed as a new company to own and grow www.pmforum.org and related online assets into a more robust set of resources for the world of project management. During 2007, growth and expansion have accelerated.

What is Prince2?

Alan Harpham

PRINCE2 is a method for managing projects. It helps you work out who should be involved and what they will be responsible for. It gives you a set of processes to work through and explains what information you should be gathering along the way. Of course, PRINCE2 doesn't do the work for you, nor can it guarantee that your projects will be successful. Good projects - those delivering quality results on time and within budget - are dependent on the quality of the people involved, from the project board to individual team members, but using PRINCE2 certainly helps.

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