CONTENTS AND ABSTRACTS OF PAPERS

Generalized stochastic network models for complex project management (Part 2)

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 resource 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.

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The perception of projects and its consequences for project management

Roland Gareis

Projects are temporary organizations which are used for the performance of relatively unique, short to medium term, strategically important business processes which are medium to large in scope.

To ensure the advantages of projects the business processes for which projects are to be performed must be differentiated from those business processes which are not project-worthy.

Project management approaches can be differentiated by the way in which projects are perceived. Traditional, method-oriented project management approaches are based on the perception of projects as tasks with special characteristics.

A systemic and process-oriented project management approach is based on the perception of projects as temporary organizations and as social systems.

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Human resource management in the project oriented company: an underexplored topic (Part 2)

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. 

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Accelerating project performance by applying project diagnostics

Ali Jaafari,

Nooshin Z. Jabiri

Each year organisations suffer large losses due to failed or misaligned projects and programs. Failures range from significant cost and time overruns through to business case failures, technology failures, unsustainable products, systems and facilities and so on. One of the reasons is the management team’s poor understanding of complexities or its ability to identify, track and resolve multiple risks and uncertainties that impact virtually all aspects of projects and programs. To mitigate the failure risk the management team needs to be assured of the optimality of its approach to management of the enabling factors- the only factors that are within its reach. As projects are living phenomena the management team needs to receive rapid feedback on the state of management of the enabling factors so that it can take timely intervention and remedial action. This gives rise to the concept of project health assessment, i.e. how well the management team performs in terms of the management of the enabling factors. This paper addresses the underlying theory, modelling and application of project diagnostics, including a discussion of the available approaches and their range of use on projects of significant size. It introduces a new project diagnostic technique, refereed to as Project Health Check (PH-Check). PH-Check identifies the health of a complex project or program at any point in its life relative to its target performance, applying a comprehensive assessment methodology.

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Plan and evaluate your project management effort

Morten Fangel,

Helene Harild

When managing projects the focus is on how to perform project management activities as well as on the project execution activities. Leading the project management — including planning and evaluation of the effort itself — is primarily done intuitively based on years of experience — or by following pre-determined guidelines for project management.

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On the education standards in management

Sergey Neizvestny

Global standardization processes in education system could have both positive and negative result. Should we copy other countries’ education system standards? Are they effective and applicable to Russian reality? Advantages and limitation of integration of Russian system to pan-European are described and information on basic education features in management is provided.

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East — West. International symposium on project and programme management

Vladimir Voropaev,

Alexander Tovb,

Grigory Tsipes

On March 10–11, 2008 the International program and project management, symposium organized by Project Management Association Japanese (PMAJ), took place in Tokyo. The Symposium has become a remarkable event for professional society, and its importance was beyond the regional and national scope.

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PM Events

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