Project configuration by means of network theory

Ruiz-Martín, Cristina; Poza, David

doi:10.1016/j.ijproman.2015.07.010

Cited by 13 publications

(8 citation statements)

References 22 publications

(23 reference statements)

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“…There is not robust relationship between the project management process, procedures, and project success but these are highly correlated with technical specifications and requirements (Ruiz-Martin & Poza, 2015). Project planning is a critical and challenging phase of project management in which manager has to put more efforts to combine all the interdependency activities ((Ruiz-Martin & Poza, 2015). Project performance and project success not only depends upon central role of project manager as a personal factor but they also need the involvement of top management for timely resolve of the issues during the process of completing the project.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

Ahmad

Habib

2021

J.quant.methods

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The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. Keywords: project planning, project monitoring, project controlling, project evaluation, role of project manager, project performance, project success. Jell Classification: H43; O22

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

Ahmad

Habib

2021

J.quant.methods

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“…In [11], a new approach to the reasonable determina tion of the sequence of development of the components of a project management plan is proposed. This allows to remove a number of difficulties in assessing relationships within the components of the project.…”

Section: Research Of Existing Solutions Of the Problemmentioning

confidence: 99%

Network planning of the publishing process for the issue of the magazine

Demin¹,

Schwickerath²,

Schwickerath³

2020

TAPR

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“…Research, such as [82], suggests an appropriate sequence to develop a project management plan based on the PMBOK and focused on network theory. This research analyzes the activities of a project from a classic and deterministic perspective, while the present work evaluates the behavior of project management from the perspective of complexity, describing a structure for analyzing processes as a model that evaluates the dynamics of connections through simulation in a complex network, and Complexity 3 an analysis of the behavior of the characteristics of a complex project.…”

Section: Determination Of Generalitiesmentioning

confidence: 99%

Modeling and Simulation of Project Management through the PMBOK® Standard Using Complex Networks

Cardona-Meza

Tost

2017

Complexity

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Discussion about project management, in both the academic literature and industry, is predominantly based on theories of control, many of which have been developed since the 1950s. However, issues arise when these ideas are applied unilaterally to all types of projects and in all contexts. In complex environments, management problems arise from assuming that results, predicted at the start of a project, can be sufficiently described and delivered as planned. Thus, once a project reaches a critical size, a calendar, and a certain level of ambiguity and interconnection, the analysis centered on control does not function adequately. Projects that involve complex situations can be described as adaptive complex systems, consistent in multiple interdependent dynamic components, multiple feedback processes, nonlinear relations, and management of hard data (process dynamics) and soft data (executive team dynamics). In this study, through a complex network, the dynamic structure of a project and its trajectories are simulated using inference processes. Finally, some numerical simulations are described, leading to a decision making tool that identifies critical processes, thereby obtaining better performance outcomes of projects.

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Project configuration by means of network theory

Cited by 13 publications

References 22 publications

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

The Role of Top Management as a Moderator on Project Success during Project Life Cycle

Network planning of the publishing process for the issue of the magazine

Modeling and Simulation of Project Management through the PMBOK® Standard Using Complex Networks

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