The need for life‐cycle integration of project processes

Jaafari, Ali; Manivong, Kitsana

doi:10.1108/eb021115

Cited by 7 publications

(4 citation statements)

References 7 publications

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“…Projects in Jordanian organizations and the communication industry will employ various specifications to manage their projects, which follow a similar life cycle. The Jordan Communication Project life cycle is a series of stages that all projects go through to achieve their goals, utilizing specific project management methods; each project life cycle consists of four phases (Jaafari and Manivong, 1999). These phases are: the preparation phase, the planning phase, the implementation phase and the termination phase.…”

Section: Jordanian Communication Companiesmentioning

confidence: 99%

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: 99%

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

Alnsour¹

2014

EJBM

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“…The financial target and outcomes can easily be estimated from the given project's brief and an accurate project definition (Jaafari and Manivong, 1999;Blank and Tarquin, 2002). OSI is a measurement index for social and environmental performance of the project and has an index from 0 to 5.…”

Section: Criteria For Project Optimalitymentioning

confidence: 99%

“…6.1 Approaches adopted in MCDM Traditionally, project decisions have tended to be based on either minimisation of capital cost or minimisation of life cycle costs (Jaafari and Manivong, 1999). Cost is an intermediary decision function, the real worth of a project must relate to its capacity to add value to its sponsors and investor's businesses as well as maximisation of benefits accruable to the relevant stakeholders and the community.…”

Section: Multi Criteria Decision Making (Mcdm)mentioning

confidence: 99%

“…Indeed, over the life of a significant project, one might expect to undertake repeated cycles of analysis and replanning, given the dynamic environment typical on most projects. Whole of life financial modelling and analysis has already been researched and well developed (Jaafari and Manivong, 1999;Manivong, 2000;Doloi, 2003;Doloi and Jaafari, 2002a, b;Jaafari and Doloi, 2002). Concept modelling of the overall satisfaction level and overall benefit point values in the context of an integrated system has been the focus in this paper.…”

Section: Multi Criteria Decision Making (Mcdm)mentioning

confidence: 99%

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Developing an integrated management system for optimising project options

Doloi

2007

Journal of Enterprise Information Management

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Purpose -This paper aims to discuss the development of an integrated management system (IMS) by linking quantitative and qualitative decision parameters with a view to rank and optimise capital projects. Roles and impacts of the non-financial criteria have been combined with traditional financial criteria for decision-making and management processes in dynamic project environment. Design methodology/approach -Both tangible and intangible information associated over project life cycle have been integrated and the dynamic operating environment is evaluated in proactive decision-making process. In this research, a closed loop feedback system incorporating stakeholder's input with project's business objectives has been developed. The triple bottom line has been employed as decision-making criteria. While the architecture, communication protocols and conceptual modelling framework of the overall system are briefly discussed, modelling of soft issues and underlying impacts have been discussed in details. The overall functionality of the system has been established incorporating a multi-criteria decision hierarchy module and a number of intelligent functions. Integration of the system is achieved through a common database and appropriate user's interfaces. Findings -The capability and functionality of the system prototype have been discussed with the focus on a road infrastructure project. Implementation of the model has been highlighted with appropriate examples. Practical implications -The initial design of the model is based on data gathered from a real life project. The practical implication of the prototype is significant for holistic analysis of investment decisions on complex projects. Originality/value -The stated modelling technique of soft issues (e.g. overall satisfaction level and stakeholders benefit values) along with project's financial objectives in an integrated framework will benefit all industry sectors.

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The characteristics of and cornerstones for creating integrated teams

Aapaoja

Herrala²,

Pekuri³

et al. 2013

International Journal of Managing Projects in Business

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Purpose -Defective stakeholder management has frequently resulted in conflicts and partial failures. Integrated project delivery (IPD) and team integration provides opportunities for organizations to achieve more than they could on their own. The purpose of this study is to analyze the level and challenges of team integration. In addition, study tries to recognize the cornerstones for creating integrated teams in construction projects. Design/methodology/approach -This paper discusses the characteristics and level of team integration in a construction project, but the main purpose is to derive the cornerstones for creating integrated teams. Results are derived from the analysis of current literature and an empirical case study. Findings -This paper describes the 12 characteristics of an integrated project team. In addition, the cornerstones for creating integrated teams were recognized as the early involvement and assessment of stakeholders, continuous communication and interaction, cultural change, and making the IPD process well known. Practical implications -The construction industry is aware of the need to improve control over its delivery processes. In addition, the customers are aware of waste and have started to demand more value. Because IPD and team integration supports the controlling over delivery processes and enables the more efficient value creation, these are extensive issues in developing construction industry. Originality/value -Team integration is an important part of value creation. Limited research attention has been directed at what the level of integration is compared with the characteristics of integration. This paper also advances team integration research by identifying the cornerstones for integration.

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The need for life‐cycle integration of project processes

Cited by 7 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

Developing an integrated management system for optimising project options

The characteristics of and cornerstones for creating integrated teams

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