Human Resource Management in Project Management: Ideas at the Cusp

Dwivedula, Ravikiran

doi:10.18485/epmj.2019.9.1.5

Cited by 9 publications

(7 citation statements)

References 30 publications

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“…Human resources play an important role in project management and have a positive impact on project success [103,104]. An organization with a more plentiful, competent, sound, and technical workforce has more risk-taking behavior.…”

Section: Resultsmentioning

confidence: 99%

Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects

et al. 2021

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Risk appetite is a crucial component that plays a key role in the decision-making process of project risk management. Despite rising scholarly interest in project risk management, risk appetite has received little attention thus far. A well-defined risk appetite ensures that all decisions taken throughout the course of a project are consistent with an organization’s ultimate strategic aim. This research aims to identify the factors affecting the risk appetite of megaproject selection in the construction sector. The study adds to the knowledge of risk appetite in mega construction project selection and qualitatively examines the factors affecting risk appetite. Exploratory research design is used to identify these factors. The factors are identified using semi-structured interviews of 30 practitioners from the top and middle management working on mega construction projects. Thematic analysis was performed using NVIVO academic software. The most highlighted factors are financial attributes, board of directors’ agility, political factors, project location and demographics. The proposed conceptual framework identifies the factors affecting the risk appetite of mega construction project selection. These factors may be utilized as a starting point by construction project organizations to evaluate the risk appetite of a mega construction project. Risk appetite-based project selection will decrease chances of failures, delays, and cost overruns in mega-projects. These factors can be used by researchers as a rationale for developing predictive or descriptive models of project selection based on risk appetite.

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Section: Resultsmentioning

confidence: 99%

Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects

et al. 2021

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“…In fact, (7), (9) and (11) establish the number of people for whom the characteristic in question (competence, component of energy or potential) is the same or higher than that of the employee in question. The presence in the denominators (5) and 6HR Q allows, in fact, to determine the share of employees with a given characteristic and even the best in the total workforce. The calculation example was based on the following initial data (table 1).…”

Section: The Degree Of Uniqueness Of the Employee And The Methods Of Imentioning

confidence: 99%

“…The work [5] summarizes various approaches to the management of labor resources, considering their development in a historical context, and focuses on the usefulness of the penetration of classical approaches to the management of labor resources in project management and in the management of project-oriented organizations. One of the conclusions here is the need for modern researchers to focus on human resources management in projects of project-oriented organizations.…”

Section: Analysis Of Recent Publications and Studiesmentioning

confidence: 99%

Management of Human Resources of the Project-Oriented Organization Based on the Profile of the Specialist and the Degree of Its Uniqueness

Bondar

2020

Innovative Technologies and Scientific Solutions for Industries

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The subject of the research is the tools and methods of effective human management. The purpose of this study is the development of human management tools for a project-oriented organization. The following tasks had been solved in the article: introducing the categories of "specialist profile" and "degree of uniqueness" of an employee; identification of the main areas of use of the "specialist profile" and the indicator of "degree of uniqueness" in the human resources management of a project-oriented organization; development of the method for assessing the "degree of uniqueness" of an employee. The following methods are used: set theory, functional analysis, expert assessment method. Results. In this study the category "specialist profile" and the interrelated indicator "degree of employee uniqueness" were introduced. A specialist's profile means a combination of three components, which are the sets of quantitatively evaluated characteristics: competence, energy and professional potential were presented. The profile of the organization's specialist is examined for compliance not only with the essence of the project and its specific work, but also with the conditions of the project and work, as well as with the interests of the project-oriented organization. "Energy" is a set of personal characteristics of an employee, such as the ability to work in extreme situations, stress tolerance, sociability, etc. "Professional potential"-"hidden" professional opportunities (competencies, energy), which are transformed into real competencies and energy in the process of carrying out professional activities. A conceptual model for the use of the "employee profile" in the human resources management of a project-oriented organization had been developed. Under the degree of uniqueness of an employee is taken the ratio of his competencies, energy and potential to the competencies, energy and potential of other employees. Conclusions. The method for assessing the degree of uniqueness of an employee, illustrated by a calculation example, was developed. The directions of using this indicator in the human resources management of a project-oriented organization were indicated.

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“…A delay may be observed in required resources if fail to meet stakeholders' expectations (Volk et al, 2014). Another reason could be a lack of shared vision among project stakeholders that can lead to conflict and may result in project delay (Dwivedula, 2019).…”

Section: Stakeholder Role In Schedule Managementmentioning

confidence: 99%

Role of Stakeholders in Project Success: Theoretical Background and Approach

Dwivedi,

Dwivedi

2021

ijfirm

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Purpose:The main aim of the article is to elaborate the role of stakeholders in key areas of project management. Design/Methodology/Approach: Literature review of theories related to project management, analysis, and synthesis. Findings: The role of stakeholders in a successful project becomes important and crucial. Stakeholders' active participation in the project ensures the sustainability, success, and performance of the project. It is crucial and very substantial for a project manager to acquire stakeholder management skills that will demonstrate and address the communication requirements of the stakeholders. Practical Implications: Stakeholders are the ones who can affect the project and can be affected by the project. Originality value: Adequate participation of stakeholders in the project not only ensures the probabilities of project success but also minimizes the jeopardy associated with the projects. Therefore, it becomes important to address the role of the stakeholders in different key stages of the project that includes scope management, work breakdown structure, schedule management, and requirement analysis.

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Human Resource Management in Project Management: Ideas at the Cusp

Cited by 9 publications

References 30 publications

Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects

Identification of Factors Affecting Risk Appetite of Organizations in Selection of Mega Construction Projects

Management of Human Resources of the Project-Oriented Organization Based on the Profile of the Specialist and the Degree of Its Uniqueness

Role of Stakeholders in Project Success: Theoretical Background and Approach

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