What can we learn from the Hoover Dam project that influenced modern project management?

Kwak, Young Hoon; Walewski, John; Sleeper, Dana; Sadatsafavi, Hessam

doi:10.1016/j.ijproman.2013.04.002

Cited by 45 publications

(23 citation statements)

References 13 publications

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“…PM has evolved significantly, considering its simple beginnings (Young Hoon Kwak et al, 2014;Seymour & Hussein, 2014). Today, several PM tools and models have been developed and are available to help organizations more systematically initiate, plan, execute, control, and finish their endeavors.…”

Section: About Pm In Historymentioning

confidence: 99%

Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

Rojas

Cosler

Santos

2020

Proceedings of the International Symposium on Human Factors and

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Since the FDA published guidance on the application of human factors engineering to medical devices and combination products, the concerns about the quality and success of human factors validation projects have put a strain on key stakeholders. Failed HF validation submissions can have serious negative impact not only on manufacturers and HF service providers, but also on the regulatory system and patients. Previously, we remarked on the need for alignment between key stakeholders, and strategies that increase the quality and success of HF validation projects. Leveraging the application of project management was recommended for that purpose. However, there is currently no research about characteristics, practices and critical success factors of these projects. An online survey instrument was developed tailored to this specific context to inform the development of an industry-focused project management maturity assessment tool (which will be Phase II of this research). In this opportunity, the high-level, preliminary findings are presented and briefly discussed. This effort contributes much needed literature regarding the current practices and factors that influence the quality and success of FDA HF validation projects.

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Section: About Pm In Historymentioning

confidence: 99%

Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

Rojas

Cosler

Santos

2020

Proceedings of the International Symposium on Human Factors and

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“…Throughout the history of project management experience, many different project management methods have been developed, among the main methodologies can be distinguished the following: waterfall and flexible, which are aimed at achieving results, but in different ways. When choosing a project management methodology, it is important to decide that the most important thing for a project is to complete on time, resource component or a combination of factors, and then to choose a project management method focused on achieving the target (Kwak, Walewski, Sleeper, & Sadatsafavi, 2014;Savchenko, 2018). In this regard, a factor in the successful implementation of project management is the presence of project competencies in municipal employees (Pritula & Shtreis, 2019).…”

Section: Introductionmentioning

confidence: 99%

Practice Of Application Of The Project Management Methodology At The Municipal Level

Pritula¹

2019

The European Proceedings of Social and Behavioural Sciences

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“…Flyvbjerg et al (2002) therefore regarded the main reason for cost and time overruns in megaprojects as simply the marginalisation of risks during feasibility studies and by assuming what the World Bank calls the "Everything Goes According to Plan" (EGAP) principle. (Davies et al, 2014;Flyvbjerg et al, 2002;Kwak et al, 2014) based on the EGAP assumptions and stressed on the need for new ideas and techniques to be developed to improve this area where no learning seems to have taken place.…”

Section: Introductionmentioning

confidence: 99%

An Analytical Network Process model for risks prioritisation in megaprojects

Boateng

Chen

Ogunlana

2015

International Journal of Project Management

138

116

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Megaprojects are complex and expensive projects that often involve social, technical, economic, environmental and political (STEEP) challenges to project management. Despite these challenges, project owners and financiers continue to invest large sums of money in megaprojects that run high risks of being over schedule and over budget. While some degree of cost and schedule risks are considered during project planning, the challenge of modelling risks interactions and impacts on project performance still remains. To tackle this technical problem, this research adopted the Analytical Network Process and combined it with a new Risk Priority Index as an innovative approach to model risks analytically based on data collected from the Edinburgh Tram Network project at the construction phase. The approach provides an interactive way for developers to prioritise risks across the project supply network and to initiate timely mitigation strategies against significant cost and time consequences of STEEP risks on megaproject performance.

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What can we learn from the Hoover Dam project that influenced modern project management?

Cited by 45 publications

References 13 publications

Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

Understanding Practices and Critical Success Factors of FDA Human Factors Validation Projects – Preliminary Findings

Practice Of Application Of The Project Management Methodology At The Municipal Level

An Analytical Network Process model for risks prioritisation in megaprojects

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