A project planning and monitoring system for research projects

Gokhale, Hina; Bhatia, M. L.

doi:10.1016/s0263-7863(96)00043-9

Cited by 12 publications

(3 citation statements)

References 5 publications

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“…Project management literature suggests that concrete steps can be derived from the main steps of the applied research method (Alexander, 2002), which should allow for more low‐level planning. This type of task also benefits from guidelines and tools specifically developed to support the management of research work (e.g., Alexander, 2002; Conforto & Amaral, 2010; Gokhale & Bhatia, 1997). Technical management tasks: The technical project manager uses creativity to create, manage and fulfill the project vision.…”

Section: Discussion and Implications For Project Managementmentioning

confidence: 99%

Identifying and Managing Creative Tasks in Collaborative IS Research Projects

Lippe

2013

Project Management Journal

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Collaborative research projects require a high amount of creativity to create innovative results. Project management has to ensure that it recognizes and encourages creativity. This can be done successfully only if the nature of creative tasks is well understood. The current literature on creativity provides a well‐accepted model to characterize creativity. Based on a literature review and case study we transfer the findings into the context of collaborative information systems (IS) research projects and we evaluate their applicability. We derive specific criteria and characteristics for the identification of creative tasks, find a set of different task types, and provide implications directly usable by project managers.

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Section: Discussion and Implications For Project Managementmentioning

confidence: 99%

Identifying and Managing Creative Tasks in Collaborative IS Research Projects

Lippe

2013

Project Management Journal

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“…Outside the field of IS (Platje & Seidel, 1993) Breakthrough in multiproject management: How to escape the vicious circle of planning and control (Platje & Seidel, 1994) Project and portfolio planning cycle (Scheinberg & Stretton, 1994) Multiproject planning: Tuning portfolio indices (Eskerod, 1996) Meaning and action in a multi-project environment: Understanding a multi-project environment by means of metaphors and basic assumptions (Sia & Neo, 1996) The impacts of business process re-engineering on organizational controls (Gokhale & Bhatia, 1997) A project planning and monitoring system for research projects (Wateridge, 1997) Training for IS/IT project managers: A way forward An integrated framework for project portfolio selection" (Hendriks, Voeten, & Kroep, 1999) Human resource allocation in a multi-project R&D environment (Payne & Turner, 1999) Company-wide project management: The planning and control of programmes of projects of different type (Cooper, Lyneis, & Bryant, 2002) Learning to learn, from past to future (Andersen & Jessen, 2003) Project maturity in organizations (Elonen & Artto, 2003) Problems in managing internal development projects in multi-project environments (Lycett, Rassau, & Danson, 2004) Programme management: a critical review The impact of project portfolio management on information technology projects (Maylor, 2006) From projectification to programmification (Caron & Rigamonti, 2007) Engineering and contracting projects: A value at risk based approach to portfolio balancing (Martinsuo & Lehtonen, 2007) Role of single-project management in achieving portfolio management efficiency (Geraldi, 2008) The balance between order and chaos in multiproject firms: A conceptual model (Blichfeldt & Eskerod, 2008) Project portfolio management -There's more to it than what management enacts (Bredillet, 2008) Learning and acting in project situations through a meta-method (MAP) a case study: Contextual and situational approach for project management governance in management education (Kaulio, 2008) Project leadership in multi-project settings: Findings from a critical incident study (Nieminen & Lehtonen, 2008) Organisational control in prog...…”

Section: Appendix a Table 4 The Stock Of 107 Articles Grouped Into Th...mentioning

confidence: 99%

Discourses and Theoretical Assumptions in IT Project Portfolio Management

Hansen

Kræmmergard

2014

International Journal of Information Technology Project Management

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These years increasing interest is put on IT project portfolio management (IT PPM). Considering IT PPM an interdisciplinary practice, this paper conducts a concept-based literature review of relevant articles across various research disciplines. It finds and classifies a stock of 107 relevant articles into four scientific discourses: the normative, the interpretive, the critical, and the dialogical discourses, as formulated by Deetz (1996). It finds that the normative discourse dominates the IT PPM literature, and few contributions represent the three remaining discourses, which unjustifiably leaves out issues that research could and most probably should investigate. In order to highlight research potentials, limitations, and underlying assumptions of each discourse, this paper develops four IT PPM metaphors. Its metaphors can be used by practitioners to articulate and discuss underlying and conflicting assumptions in IT PPM, serving as a basis for adjusting organizations' IT PPM practices.

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“…Numerous industries and projects have successfully implemented project performance measurement (PPM) [16,20,22]. Accordingly, information technology is important in effective PPM since it facilitates data handling [8].…”

Section: Pertinent Literaturementioning

confidence: 99%