New approaches in project performance evaluation techniques

Bower, Douglas C.; Finegan, Andrew

doi:10.1108/17538370910971072

Cited by 15 publications

(13 citation statements)

References 7 publications

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“…Thus one can see that, even though individual projects can be very different, the life cycle as shown in Figure 3 that each project goes through is very similar, whether one is developing a software application or coordinating a public event. This is also true for a virtual project team and a located team, in that the deliverables are the same and the project life cycle is the same (Bower and Finegan, 2009). The methodology employed to manage the project is also the same.…”

Section: Jordanian Communication Companiesmentioning

confidence: 93%

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

Alnsour¹

2014

EJBM

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Jordanian companies need virtual project teams that can use advanced technology to solve problems and make specialist multi perspective decisions when working across different and distance location. The main mission of the team is to make decisions through interdependent specialists and perspectives. In terms of its use and application, the virtual project team is a difficult challenge for Jordan corporations. This study aims to explore such applications and to detect which factors face virtual project teams in the Jordanian situation. The author focused on how to explore and gain a deeper understanding from a virtual team's perspective, and team members' opinions of the factors in the organization that support or hinder the mission. More specifically, this research sought to discover precisely which factors in an organization support virtual project teams, and how they can develop a support system which enables their work in an Arab environment. The main objective was to identify the effects of all factors on the efficiency of virtual teams. The research used empirical case studies from three Jordanian corporations in the communication sector which operate in a high-tech environment, and used surveys to collect data. Structured interviews with both management and team members during the study discovered that the use of virtual teams within Jordanian companies is still limited, and detected that the main factors which hinder their development in many corporations is the level of trust in the ability of virtual teams, together with the high level of centralized decision making in Jordanian corporations. Additionally, communication and coordination affect the execution of work processes and methods for virtual teams, together with a general weakness which exists in terms of infrastructure, resources and technology within the corporation, which then impacts on the efficiency of virtual team work.

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Section: Jordanian Communication Companiesmentioning

confidence: 93%

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

Alnsour¹

2014

EJBM

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“…HM Treasury, 2003;Grun, 2006). The earned value management technique can be used for evaluation of the project performance, as well as the tools of the phase-assured and phase-earned value analyses (Bower and Finegan, 2009). A brief description of these methods is provided in Table I.…”

Section: Project Evaluation: Methods and Approachesmentioning

confidence: 99%

Foresight evaluation: lessons from project management

Makarova

Соколова

2014

Foresight

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Purpose -The aim of this paper is to identify ways for improvement of the foresight evaluation framework on the basis of analysis and systematisation of accumulated experience in the field of project management.Design/methodology/approach -The paper is based on a detailed literature review devoted to an evaluation of foresight and traditional projects. The approaches to project evaluation in the field of project management were investigated, and the main steps of traditional project evaluation process were determined. The most commonly applied steps of foresight evaluation were identified by the analysis of recent foresight evaluation projects. The comparison of evaluation frameworks for foresight projects and traditional projects allows to provide recommendations for foresight evaluation framework improvement.Findings -The paper identifies several lessons for foresight evaluation from project management. The elements which can enrich foresight evaluation framework are the following: the development of an evaluation model; the extensive use of quantitative methods; the elaboration of evaluation scales; the inclusion of economic indicators into evaluation; and the provision of more openness and transparency for evaluation results.Originality/value -Given the importance of foresight evaluation procedures and the lack of a commonly applied methodological approach, the value of this paper consists in identifying a foresight evaluation framework and enriching it with elements of project management.

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“…Bower at al. [20] used EVM as a project performance evaluation technique. Shahzad at al.…”

Section: Related Studiesmentioning

confidence: 99%

Developing a Model for Measuring Project Performance with Software Life Cycle Process Metrics and Calculating Project Success Score

Gün

Kumru

Aladağ

2020

Sakarya University Journal of Science

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Despite the developments in the process and tool infrastructure in the software world, project success has not significantly improved. In software projects, the definition of project success means to produce products that the customer desires in the planned effort, time and budget. To achieve this goal, planning, analysis, design, coding, integration, testing and delivery processes are operated interactively from the beginning to the end of a software project. Metrics of these processes are used to measure the performance of software projects. Since the literature review shows that project management process metrics such as budget, effort, schedule, customer satisfaction, product quality are used in measuring project performance, more comprehensive and effective criteria are needed to be defined and applied in measuring project performances. Due to the importance of the project performance evaluation, a general evaluation model was created in this study. The proposed model is designed for use in the software industry. In terms of project performance, a model has been developed that focuses on management of project, requirement, risk, quality and configuration, development, verification and validation processes. The purpose of this article is to present a model that evaluates the performance of software projects and expresses project success with a numerical value. Analytical hierarchy process (AHP) was used to calculate the relative importance of each process metric criterion and sub-criteria that provide input to the performance evaluation. Statistical process control method was used in the evaluation of project performance and calculation of the project success score. It was operated in an R&D organization to verify the proposed model and the performance of a project in delivery phase to the customer was measured. It is thought that the model presented in this study will help the managers, who monitor the project status, to evaluate project performance, as well as provide the numerical comparison of performance between projects.

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New approaches in project performance evaluation techniques

Cited by 15 publications

References 7 publications

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

The Use of Virtual Project Teams for Project Management in Jordanian Corporations

Foresight evaluation: lessons from project management

Developing a Model for Measuring Project Performance with Software Life Cycle Process Metrics and Calculating Project Success Score

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