Sustainable Environment to Prevent Burnout and Attrition in Project Management

Abstract

Project teams often fight to find a balance between the triple restrictions of money, scope, and schedule to deliver excellent products or services. The dual goal of realising benefits and satisfying the needs of stakeholders drives this conflict. It is possible that the climate and pace of the project will not be able to keep up with the increased demand for the deliverables, which will lead to burnout among project members and possibly attrition for the team. In this work, we analyse the factors that lead to project settings that are not sustainable and provide solutions to address the problem. The reading of 28 pieces of literature relating to project management in the information technology (IT), construction, energy, and health sectors is required to accomplish this goal. The results of the review are tabulated and mapped to the process groups and knowledge areas outlined in the 6th edition of the Project Management Body of Knowledge (PMBOK). This is done based on the Project Management Institute (PMI). According to the findings, increasing focus on the Project Resource Management knowledge area, which interacts with the Planning and Executing process groups, is necessary for the development of an environment that is environmentally sustainable. Plan resource management, develop teams, and manage teams are three processes that are included in these categories and fall under the category of being particularly significant. The next most important area of expertise is project communication management, which is followed by project schedule management.

Implementing coaching programmes for healthcare professionals—A review of the barriers and facilitators

“…Namely, several studies included in this review argue that the implementation of coaching interventions can foster discussions about organisational structure and teamwork and, thereby, affect organisational culture 43,47,57,59,61,63,64,79,80 . This may be particularly relevant in healthcare organisations, for which the deep‐seated drivers of burnout and attrition rates reside within the workplace culture and environment 81,82 . Additional individual‐ and systems‐level research is needed to explore the link between organisational culture and coaching interventions;…”

“…43,47,57,59,61,63,64,79,80 This may be particularly relevant in healthcare organisations, for which the deepseated drivers of burnout and attrition rates reside within the workplace culture and environment. 81,82 Additional individual-and systems-level research is needed to explore the link between organisational culture and coaching interventions;…”

Theory and practice in secure software development lifecycle: A comprehensive survey

“…They define roles and responsibilities, establish communication channels, and facilitate coordination among team members. By following a development approach, teams can effectively manage resources, set clear goals and objectives, and establish project timelines [59].…”

Evaluation of a collaborative management method to reduce internal variability in construction projects.

“…Por tal motivo, se necesita mejorar la colaboración y el intercambio adecuado del conocimiento durante la construcción, ya que son aspectos claves durante la ejecución de cualquier tipo de proyecto [6]. En ese sentido, la guía del Project Management Body of Knowledge (PMBOK) establece restricciones en sus áreas de conocimiento, con la finalidad que el director de proyecto busque de conseguir el equilibrio junto [7]. En vista de ello, una investigación en el medio oriente evalúa el desenvolvimiento de las 10 áreas de conocimiento en proyectos de construcción que cuenten con un Project Management Office (PMO); sin embargo, uno de sus principales hallazgos es la influencia de la cultura organizacional en los miembros del equipo, ya que proyectos con una cultura organizacional muy cerrada impiden que el equipo pueda comunicarse eficazmente y se genere una fuga de conocimiento [8].…”

“…En vista de ello, una investigación en el medio oriente evalúa el desenvolvimiento de las 10 áreas de conocimiento en proyectos de construcción que cuenten con un Project Management Office (PMO); sin embargo, uno de sus principales hallazgos es la influencia de la cultura organizacional en los miembros del equipo, ya que proyectos con una cultura organizacional muy cerrada impiden que el equipo pueda comunicarse eficazmente y se genere una fuga de conocimiento [8]. En ese contexto, para conseguir el equilibro de las restricciones es importante administración a mayor detalle los equipos considerando su planificación, desarrollo y comunicación interna [7]. Además, es importante que durante la ejecución de proyecto se presenten objetivos realistas con una adecuada retroalimentación de los avances obtenidos, se aporten con ideas y es imprescindible que los directores de proyectos tengan un absoluto dominio de capacidades a nivel interpersonal [8].…”