This paper investigates the characteristics of matrix structures and their relationships with drivers of project success, such as communication, collaboration, and trust between project team members. Matrix characteristics that were expected to correlate positively with project success mostly did correlate with the success drivers. However, characteristics expected to impact negatively on project success did not show such significant correlations; some even correlated positively with success drivers. The success drivers investigated, in turn, correlated positively with perceived project success. A proposed model illustrates the effects of matrix characteristics on the drivers of success and their ultimate effect on project performance. OPSOMMINGEienskappe van matriks strukture en hul effek op drywers van projeksukses -naamlik kommunikasie, samewerking, en vertroue tussen projek-spanlede -is ondersoek. Eienskappe wat verwag was om positief met projeksukses te korreleer het meestal wel positief gekorreleer met die drywers van sukses. Eienskappe wat verwag was om negatief met projeksukses te korreleer het egter nie sulke beduidende korrelasies getoon nie; sommige het selfs positief gekorreleer met projeksukses. Drywers van sukses het ook positief gekorreleer met waargenome projeksukses. 'n Voorgestelde model illustreer die verwantskappe tussen matriks-eienskappe op kommunikasie, samewerking, en vertroue tussen spanlede, en die uit eindelike effek op projekprestasie.
Objective To derive a comprehensive implementation framework for clinical AI models within hospitals informed by existing AI frameworks and integrated with reporting standards for clinical AI research. Materials and Methods (1) Derive a provisional implementation framework based on the taxonomy of Stead et al and integrated with current reporting standards for AI research: TRIPOD, DECIDE-AI, CONSORT-AI. (2) Undertake a scoping review of published clinical AI implementation frameworks and identify key themes and stages. (3) Perform a gap analysis and refine the framework by incorporating missing items. Results The provisional AI implementation framework, called SALIENT, was mapped to 5 stages common to both the taxonomy and the reporting standards. A scoping review retrieved 20 studies and 247 themes, stages, and subelements were identified. A gap analysis identified 5 new cross-stage themes and 16 new tasks. The final framework comprised 5 stages, 7 elements, and 4 components, including the AI system, data pipeline, human-computer interface, and clinical workflow. Discussion This pragmatic framework resolves gaps in existing stage- and theme-based clinical AI implementation guidance by comprehensively addressing the what (components), when (stages), and how (tasks) of AI implementation, as well as the who (organization) and why (policy domains). By integrating research reporting standards into SALIENT, the framework is grounded in rigorous evaluation methodologies. The framework requires validation as being applicable to real-world studies of deployed AI models. Conclusions A novel end-to-end framework has been developed for implementing AI within hospital clinical practice that builds on previous AI implementation frameworks and research reporting standards.
The number of projects a person can handle simultaneously is a relevant factor in strategic planning and in project portfolio management. Internationally the de facto standard seems to be that a person should not work on more than two or three projects simultaneously; but several factors could influence this figure. Empirical evidence indicates that, in some South African sectors, people tend to work on many more than two or three projects simultaneously. In this paper, factors that influence the number of projects a person can work on are identified so that they can be investigated in further studies. Some ideas about using key resources optimally are also presented. OPSOMMINGDie aantal projekte wat 'n persoon gelyktydig kan hanteer is relevant in strategiese beplanning en in projek portefeuljebestuur. Internasionaal is die de facto standaard blykbaar dat mens nie gelyktydig op meer as twee of drie projekte behoort te werk nie; maar daar is verskeie faktore wat hierdie syfer kan beïnvloed. Empiriese data vanuit sommige Suid-Afrikaanse sektore toon dat mense tipies gelyktydig op veel meer as twee of drie projekte werk. In hierdie artikel is faktore wat die aantal projekte waarop 'n persoon gelyktydig kan werk geïdentifiseer, sodat dit in verdere studies ondersoek kan word. Idees vir die optimale aanwending van sleutelhulpbronne word ook voorgestel. * Corresponding author 2The author was enrolled for a master's degree in project management in the Department of Engineering and Technology Management, University of Pretoria.
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