Project ManageMent case studies
zhang mo
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Abstract
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The paper presents a collection of project management case studies, highlighting key challenges faced by project managers in various scenarios. It discusses both historical and modern cases and emphasizes the relevance of older lessons to contemporary project management practices. The case studies cover a range of industries, including aerospace, sports, and organizational management, providing insights into the skills and strategies required to navigate complex project environments.
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Project Risk Management in Automotive Industry. A Case Study
2012
In this paper, it is made an analysis of the current project risk management procedure followed by the Spanish Business Unit of an automotive multinational company, which manufactures steering wheels and airbag modules. Taking into account the PMI standard, different changes are established in the current procedure for the purpose of defining and implementing a project risk management procedure more useful and efficient.
Project risk management in an automotive company
2020
Purpose-The main purpose of this research project was to analyse the project risk management practices in an automotive company, in order to recommend appropriate improvements. Design/methodology/approach-The research methodology chosen to conduct the study was case study, since the research was carried out in a multinational company in the automotive industry, and data was collected through observation, document analysis and a questionnaire. Findings-Although the company has defined how to approach project risk management, it was found out that the reality experienced does not reflect what is proposed by the major references. The proposal for an approach to risk management, process by process, was well received and appreciated by the project team. Research limitations/implications-Due to the size of company, and also in some cases due to confidentiality reasons, it was not possible to obtain all the necessary data for a more accurate analysis. Additionally, due to the work routine, communication with colleagues was rarely immediate or fluid. It is also important to highlight the fact that project risk management is not an established practice within the organization. Originality/value-Risk management practices as other project management practices are context dependent and should be adapted to the situation. Other companies working with a similar context can benefit from this study and adopt similar procedures to improve their risk management practices.
PROJECT RISK MANAGEMENT
Risk is defined as an event that has a probability of occurring, and could have either a positive or negative impact to a project should that risk occur.(Van Scoy, 1992) Risk management is a broad factor affecting quite a number of business sectors however it’s also a factor which must be addressed by every human being on earth regarding their way of living otherwise if ignored human life is left in harm’s way and susceptible to death, diseases and poverty. However to a project, risk management is an ongoing process that continues through the life of a project. It includes processes for risk management planning, identification, analysis, monitoring and control. Many of these processes are updated throughout the project lifecycle as new risks can be identified at any time. It’s the objective of risk management to decrease the probability and impact of events adverse to the project. On the other hand, any event that could have a positive impact should be exploited. (Laurie Williams 2004). The purpose of this Essay is to address the challenge of dealing with risks and opportunities professionally which is becoming one of the key success factors in business today. Most companies have realized the requirements turbulent markets present and have started to adapt to this turbulence. But risks and opportunities are greater in turbulent markets, so they call for active strategic risk management.
Dualities and dilemmas: contending with uncertainty in large-scale safety-critical projects
Uncertainty is a fact of project life. Most decisions that are made on a safety-critical project involve uncertainty, the consequences of which may be highly significant to the safe and timely delivery of the project. Based on interviews with project management practitioners on nine large-scale civil nuclear and aerospace projects, we explore how uncertainty emerges, and how project management practitioners identify, analyse and act on it. We make three important contributions. First, we present three approaches – structural, behavioural and relational – that individuals and organizations can adopt when contending with project uncertainty. Secondly, we characterize nine dualities at play in the management of project uncertainty and thirdly, we identify key differences between how civil nuclear and aerospace project managers confront project uncertainty, which have important implications for how projects might be organized in both these industry sectors. Drawing attention to the structural, behavioural and relational approaches to project uncertainty and the tensions that manifest themselves in each approach should enable the project management community to make progress in environments of high uncertainty where situations are often complex, rapidly changing and confusing, and yet where, for reasons of safety, failure is not an option.
Project Management for Engineering, Business and Technology
Project Management for Engineering, Business, and Technology, 2012
SAFE: a method to understand, reduce, and accept project risk
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Project Management-The Challenges & Their Resolutions
This paper helps in understanding and reviewing the different types of risks and challenges that are encountered with respect to project management and how various methods can be used to resolve those risks. The main interest of this paper is to analyze the influence of the dynamic and ever-changing environment of projects nowadays. Corporate projects undergo lots of real time changes and these need to be thought of and understood before starting the project so as to avoid any delays or obstruction in the completion of the project. The following are some of the topics that have been analyzed in this paper: What is project management? What are the challenges faced? How can those issues be resolved?
Managing project risks and uncertainties
Forest Ecosystems, 2015
This article considers threats to a project slipping on budget, schedule and fit-for-purpose. Threat is used here as the collective for risks (quantifiable bad things that can happen) and uncertainties (poorly or not quantifiable bad possible events). Based on experience with projects in developing countries this review considers that (a) project slippage is due to uncertainties rather than risks, (b) while eventuation of some bad things is beyond control, managed execution and oversight are still the primary means to keeping within budget, on time and fit-for-purpose, (c) improving project delivery is less about bigger and more complex and more about coordinated focus, effectiveness and developing thought-out heuristics, and (d) projects take longer and cost more partly because threat identification is inaccurate, the scope of identified threats is too narrow, and the threat assessment product is not integrated into overall project decision-making and execution. Almost by definition, what is poorly known is likely to cause problems. Yet it is not just the unquantifiability and intangibility of uncertainties causing project slippage, but that they are insufficiently taken into account in project planning and execution that cause budget and time overruns. Improving project performance requires purpose-driven and managed deployment of scarce seasoned professionals. This can be aided with independent oversight by deeply experienced panelists who contribute technical insights and can potentially show that diligence is seen to be done.
The Elephant in the Executive Suite - Project Management 1
2014
Project management, when viewed as a management discipline from the perspectives of various executive levels, functions, and types found within different enterprises, can be described as many things by those executives. The field of Project Management is complex, multifaceted, and evolving. Included within this management discipline is a wide-range of related management disciplines and knowledge-area sub-disciplines, all of which affect diverse stakeholders. However, individually, or employed in small sets, these specific views of project management neither address nor solve the larger issues associated with successfully implementing and employing project management within the overall enterprise to create benefits and value and to address stakeholder needs. In addition, a significant portion of the project management literature and defined processes and methodologies for the many management disciplines and sub-disciplines does not address the broader business, organizational, sociol...
-THE ULTIMATE GUIDE TO AVOIDING PROJECT FAILURE: LESSONS FROM TOP CEOS
2017
This research aims to identify key project management strategies that prevent failure, drawing on insights from top CEOs' practices. A qualitative analysis of case studies and literature reviews highlighted five major factors impacting project success: communication, leadership, risk management, stakeholder engagement, and resource allocation. Pearson correlation tests revealed a significant positive correlation (r = 0.72, p < 0.01) between effective communication and project outcomes, affirming that transparency aligns with success. Chi-square tests (χ² = 18.56, p < 0.05) showed poor communication and risk mismanagement as primary failure contributors, while ANOVA tests supported that engaging stakeholders and managing risks elevates project success rates (F(2, 97) = 4.78, p < 0.05). These findings endorse strategic planning, proactive risk management, and robust communication as essential for project managers aiming to emulate successful CEOs' practices. Recommendations include reinforcing communication channels, implementing rigorous risk protocols, cultivating transformational leadership, involving stakeholders early, and ensuring optimal resource allocation. Key Words: Project Management, CEO Strategies, Project Success, Risk Management, Stakeholder Engagement
Enhancing Project Robustness: A Risk Management Perspective
This work is the result of my research as a member of the Engineering Design and Methodology group at the Technische Universität Berlin. Here I would like to thank my colleagues for an always pleasant time and an inspiring working environment. My special thanks go to Dr. Bruno Gries, Patrick Müller, and Andreas Bischof; they supported my reflections by giving me always honest feedback. Prof. Dr. Michael Schmidt-Kretschmer contributed to this work by giving me insights into aspects of design practice you will never find in any textbook and who always reminded me to stick to my own schedule.
Large-scale project management is risk management
Software, IEEE, 1996
WO years after the start of the US Federal Aviation Administration's $4.3 billion Advanced Automation System project contract in 1990, the Government Accounting Office stated that continuing delays in the deployment of the T Initial Sector Suite System, a key component of the AAS, could "have the potential for affecting FMs ability to handle safely the predicted increases in traffic into the next century."' Later that year, the AAS project schedule was extended by 19 months. The FAA blamed the delay on their underestimating the development and testing time for the ISSS software, as well as on unresolved differences in the system specifications caused by changes to the requirements. By April of 1994-following an additional 14-month schedule delay in early 1993 (blamed once again on ISSS-related software problems)-FAA management declared the AAS project "out of control." At that point, the cost for AAS completion was predicted to reach over $7 billion, with yet another schedule slip of up to 3 1 months possible. At this point, the FAA effectively suspended the AAS program.
From Case Studies to Project Unlimited: 2006 Review
2007
The use of case studies by MBA students started with Harvard University. Harvard Business Review is the gold standard that MBA schools used. For teaching and research in International Management, Thunderbird University is the known leader. Cranfield University in UK, in conjunction with Babson College, published much work on case studies. Using these publications and the internet search, add much to the learning of global business and leaderships. The final exams using true/false questions, multiple choices or short essays, no longer worked. One of the hottest jobs today is being a project manager. Using the concept in project management: team building, constant communication and leadership, students can do real-life case studies and to complete final projects individually or in a group. Final projects were used in lieu of the final exams in accounting, business and computer courses. The retention of Accounting, Business, and Computer students/clients was greatly improved. Students/clients gained in-depth communication, interpersonal and leadership skills. They did well in New York area firms. This paper summarized final projects for courses in year 2006. Project Unlimited is the new paradigm for learning. Harvard University, Thunderbird University and Cranfield University UK have been publishing case studies for 20+ years. MBA graduates did well.
Project Management: A Managerial Approach
1995
The book is primarily intended for use as a college textbook for teaching project management at the advanced undergraduate or master's level.In contrast to the books that are about project management, this book teaches students how to do project management.
Project Management Case Studies and Lessons Learned
Project Management Case Studies and Lessons Learned, 2015
Stakeholder, Scope, Knowledge, Schedule, Resource and Team Management
How can the Trade off between Corporate Business Strategy and Project Risk be Optimized?
Procedia - Social and Behavioral Sciences, 2013
The biggest challenge for business leaders today is making sure initiatives that are undertaken at the project level are aligned with the strategic and financial goals of their organizations. Unfortunately, business leaders who recognize the need to use tools to validate the business case of every initiative are finding relatively few truly viable options. Organizations are looking to implement a project and portfolio management (PPM) solution to help ensure they pursue only those projects that provide the greatest business value with the minimum or accepted organizational risk. This paper provides a practical framework in aligning business opportunities with overall project risk through an assessment process from the strategy, technology exposure, organizational change management, and communication, financial, project organization, project management and project complexity point of view. In the proposed framework, if the project with an accepted risk matches the organizational business strategy, it will be forwarded for the rest of evaluation process in the Project Portfolio Management. To demonstrate the approach, a case study is conducted in one of the biggest Iranian Power Industry Contractors.
Management of risks, uncertainties and opportunities on projects: time for a fundamental shift
International journal of project management, 2001
This paper makes a case for a shift to strategy-based project management, a component of which is real time management of risks, uncertainties and opportunities using a life cycle project management approach. Risk analysis and management should not be viewed as a separate planning and response operation. Risk and opportunity management is a way of thinking and a philosophy that should permeate the entire spectrum of project activities. Shifting to business objectives and focusing on the whole of life risks/ rewards are of paramount importance. Evaluation of risks must be based not only on delivering projects on time and within budget but also on crafting, developing and operating a long term business entity which can deliver the business objectives of the parties concerned while meeting or exceeding community expectations. #
Project Management Applied.
2017
This paper is based on a hypothetical conference. The conference is the project that has been managed in the paper. Various different aspects of project management have been applied in it including project scope, requirements, deliverable, boundaries, critical success factors, risk analysis, organisational breakdown structure, cost planning and much more.
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