An analysis of how well serious games cover the PMBOK

Marcelino, Etiane; Domingues, Luisa

doi:10.1016/j.procs.2021.12.104

Cited by 7 publications

(9 citation statements)

References 12 publications

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“…Secondly, erroneous information, which is the result of the action will lead to errors in the actions that use this information. Then the cost of controls will be equal: (2) where S err -the cost of management including the cost of correcting errors in management actions; p (d ji , H ji ) -the probability of performing the management action d ji correctly if the executors are H ji ;…”

Section: Materials and Methods 11 Decision-making On Creation And Imp...mentioning

confidence: 99%

“…But the gap between the ideal of management prescribed in the project management methodology and practice of its implementation is sometimes huge. And often you can hear from project managers that «the methodology doesn't work» [1 [1,2]. The reason for this is that it is impossible to create a single methodology for all cases.…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

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Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Teslia¹,

Yehorchenkova²,

Khlevna³

et al. 2022

SJAITU

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The functional limitations of modern corporate project and program management systems are presented. It is shown that the main limitation of such systems is connected with the weak implementation of organizational and methodological components, especially in the processes of project and program portfolio management. The structure of project and program portfolio management system, focused on the management of project portfolios in project-oriented companies, is proposed. The necessity of creating project and program portfolio management system in the companies involved in the implementation of a significant number of complex projects is justified. It was shown that since such systems combine organizational and methodological components, they are highly dependent on the construction of the project-oriented company itself. On its organizational structure, company management processes, peculiarities of the production process and its management. The consequence of this is the uniqueness of project and program portfolio management system. Description of organizational, methodological, and technological components of such system is given. The distinctive features of these components in different companies are described. It is shown that the organization of 3P-management is based on the creation of a service engaged in the implementation of project management in the company. The methodological component of project and program portfolio management system should be based on project management meta-methodology. And information technology should be based on a matrix model of interaction between company management tools and projects. The ways of integration of organizational, methodological and technological components of project and program portfolio management systems based on the implementation of a system-forming project of creating a project and program portfolio management system are presented.

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Section: Materials and Methods 11 Decision-making On Creation And Imp...mentioning

confidence: 99%

Section: Literature Review and Problem Statementmentioning

confidence: 99%

Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Teslia¹,

Yehorchenkova²,

Khlevna³

et al. 2022

SJAITU

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show abstract

“…The discipline of project management is based on theory and practice (Angolia and Reed, 2021;Marcelino and Domingues, 2022). Practice is very important and is based on learning.…”

Section:  Project Communications Management (Cms)mentioning

confidence: 99%

Implementation of Project Management Knowledge Areas by Project Managers

2023

EPPM-Journal

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Academic and professional literature records the primary areas of interest within a discipline and how they change across time. However, it does not always keep up to date with the practical needs of various industries. This article discusses the Project Management Body of Knowledge (PMBOK) areas and their implementation among active project managers (PMs). The PMBOK guide defines terms, guidelines, and knowledge areas within project management. A survey was conducted among 117 active PMs who were asked to rate the degree to which they implement the PMBOK areas. PMs reported integration, cost, and procurement as being implemented by them to the greatest extent, while their implementation of quality, scope, and stakeholders was not reported. This points out the need for reinforcement among PMs. No correlation was found between the degree to which additional knowledge was implemented by PMs and the degree to which the knowledge areas were covered in the last generation of textbooks. Textbooks do not align with the PMs' implementation in their working fields. The study identified gaps between the degree to which the knowledge areas of project management were implemented and the importance that the authors of the textbooks attach to the above areas of knowledge. The research findings may contribute greatly to reducing these gaps. They can also contribute to training programs targeted at project managers.

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“…Based on a systematic literature review Marcelino and Domingues (2022) found 30 serious games covering project management knowledge from the PMBOK guide. They performed a content analysis and experimentation on 12 games with a demo version and documentation.…”

Section: Related Project Management Serious Gamesmentioning

confidence: 99%

“…(Thornton and Francia, 2014: p. 16). Marcelino and Domingues (2022) found 30 serious games covering project management knowledge areas from A Guide to the Project Management Body of Knowledge (PMBOK guide). With the emergence of agile methods, practice games are emerging, such as the distributed agile delivery (Sharma, Kaulgud andDuraisamy, 2016, Omidvarkarjan, Conrad, Herbst et al, 2020), scrum framework (von Wangenheim, Savi andBorgatto, 2013, De Souza, Seabra, Ribeiro et al, 2017), and the Kanban method (Heikkilä, Paasivaara and Lassenius, 2016).…”

Section: Introductionmentioning

confidence: 99%

The Project Win Game™: A Serious Game for Project Management Simulation

Miller¹,

Núnez²

2022

ECGBL

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Agile project management methodology usage have grown widely in the last decade. Not all types of projects should apply agile methodologies, and the tasks that would typically be executed by a project manager are not (explicitly) addressed in agile methodologies. This paper describes The Project Win Game: a serious game for people to experience the differences in decision-making between traditional/waterfall and agile projects. The game engages an audience in complex decision-making and allows them to experience the effects of their decisions; this allows non-managers to learn project management responsibilities and translate that experience into knowledge. This paper describes the gamification of project management, the development of the game, and the lessons learned through single-player and competitive play. This paper would interest people that need to engage non-managers in management tasks and understand how a board game builds knowledge based on the experience of playing the game.

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An analysis of how well serious games cover the PMBOK

Cited by 7 publications

References 12 publications

Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Implementation of Project Management Knowledge Areas by Project Managers

The Project Win Game™: A Serious Game for Project Management Simulation

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