Leadership and Management in a Workshop-Based Educational Project

2017 ◽  
pp. 929-940
Author(s):  
Kin Wai Michael Siu ◽  
Yi Lin Wong
Keyword(s):  
Project Management ◽  
Environmental Sustainability ◽  
Management Strategies ◽  
Project Managers ◽  
Educational Activities ◽  
Leadership And Management ◽  
Educational Project ◽  
The Core ◽  
Hands On

The current project management literature seldom addresses the leadership and management strategies used in educational project. The knowledge specialized for workshop-based educational project is even more limited. As one of the most complicated educational projects, this chapter aims to define what workshop-based educational project and its uniqueness is, examine the concerns in such workshop and analyze possible roles of project manager through the case study of the environmental sustainability project. The parties involved and their relationship in work are also clearly revealed. Six unique concerns which specifically exist in such kind of project and five roles of its project managers are identified are discussed and explained by using the case study. It is hoped that the discussion in this chapter is able to give references for educators or administrators who plan to hold projects which involve hands-on workshops as the core of educational activities.

Innovative management strategies for building and sustaining a digital initiatives department with limited resources

2018 ◽  
Vol 34 (2) ◽  
pp. 117-136 ◽  
Author(s):  
A. Miller
Keyword(s):  
Project Management ◽  
Management Practices ◽  
Management Strategies ◽  
Academic Library ◽  
Collaborative Management ◽  
Strong Line ◽  
Content Type ◽  
Innovative Strategies ◽  
Other Information

Purpose The purpose of this paper is to offer and explore innovative strategies for building and sustaining digital initiatives at information organizations. Although the examples provided are based on case studies at an academic library, the practices are rooted in project management principles and therefore applicable to all library types, museums, archives and other information organizations. The innovative strategies on staffing and funding will be particularly useful to organizations faced with monetary and staffing shortages and highlights collaborative management practices. Design/methodology/approach Concept of strategic and collaborative management practices led by an experienced project manager cross-trained in management, technical and soft skills enables the successful development and sustainability of digital initiatives. A cross-trained librarian’s management practices of leading the Digital Scholarship Initiatives at a particular university will be examined as a case study and aided with literature supporting the need for digital initiatives leaders to have training beyond the credentials of librarian, curator, archivist or historian in the technologically savvy twenty-first century ecology of information centers. Findings The innovative strategies implemented in the case study yielded increases in the number of hours of digital lab usage, digital projects developed, seminars or workshops presented, attendance of library hosted events, number of programs implemented and awareness on campus, all with limited staff and funding. The variety and level of production and marketing is instrumental to the growth and sustainability of digital initiatives. Practical implications The innovative strategies emphasized in this paper use the concept of borrowed or shared time to start staffing needs and is particularly helpful to organizations that do not have a strong line of dedicated staffing or funding to begin building digital initiatives. Offers small ways to start immediately while setting the stage to plan for big ideas for the future. Originality/value This paper suggests a credentialed information expert, such as a librarian, archivist or curator, that is, also cross-trained in project management and technology is the key to not only successfully leading digital initiatives but is instrumental for its sustainability and the marketing, growth and future of digital initiatives.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Project management: openings for disruption from AI and advanced analytics

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fred Niederman
Keyword(s):  
Project Management ◽  
Project Managers ◽  
Net Benefit ◽  
Software Support ◽  
Content Type ◽  
Skill Sets ◽  
Management Domain ◽  
Current Trends ◽  
Hands On ◽  
Management Capabilities

PurposeThe purpose of this essay is to illustrate how project management “pull” and AI or analytics technology “push” are likely to result in incremental and disruptive evolution of project management capabilities and practices.Design/methodology/approachThis paper is written as a critical essay reflecting the experience and reflections of the author with many ideas drawn from and extending selected items from project management, artificial intelligence (AI) and analytics literatures.FindingsNeither AI nor sophisticated analytics is likely to elicit hands on attention from project managers, other than those producing AI or analytics-based artifacts or using these tools to create their products and services. However, through the conduit of packaged software support for project management, new tools and approaches can be expected to more effectively support current activities, to streamline or eliminate activities that can be automated, to extend current capabilities with the availability of increased data, computing capacity and mathematically based algorithms and to suggest ways to reconceive how projects are done and whether they are needed.Research limitations/implicationsThis essay includes projections of possible, some likely and some unlikely, events and states that have not yet occurred. Although the hope and purpose are to alert readers to the possibilities of what may occur as logical extensions of current states, it is improbable that all such projections will come to pass at all or in the way described. Nonetheless, consideration of the future ranging from current trends, the interplay among intersecting trends and scenarios of future states can sharpen awareness of the effects of current choices regarding actions, decisions and plans improving the probability that the authors can move toward desired rather than undesired future states.Practical implicationsProject managers not involved personally with creating AI or analytics products can avoid mastering detailed skill sets in AI and analytics, but should scan for new software features and affordances that they can use enable new levels of productivity, net benefit creation and ability to sleep well at night.Originality/valueThis essay brings together AI, analytics and project management to imagine and anticipate possible directions for the evolution of the project management domain.

Project management in higher education: a grounded theory case study

2019 ◽  
Vol 40 (5) ◽  
pp. 338-352 ◽  
Author(s):  
Seth Porter
Keyword(s):  
Grounded Theory ◽  
Project Management ◽  
Portfolio Management ◽  
Project Managers ◽  
Theory Approach ◽  
Content Type ◽  
Complex Process ◽  
Management Concepts ◽  
Qualitative Research Methodology

Purpose This paper analyzes project and portfolio management within a major research library, while it was undergoing a complete physical renovation and reinvention of programs and services. This is a complex, almost 100-million-dollar undertaking that implemented a project management (PM) methodology known as portfolio management. The purpose of this paper is to analyze the implementation and management of this process and provide a brief overview on project and portfolio management as a discipline. Additionally, it provides strengths and weaknesses as well as recommendations when implementing PM. Design/methodology/approach The analysis uses a qualitative research methodology case study with a theoretical foundation of inductive grounded theory. The case study is based primarily on seven interviews of project managers who are involved with the project. It also uses document analysis to assist in triangulating the findings and provide a contextual overview of a complex process. A number of themes emerged into overall categories and findings. Findings The key takeaways were the perceived strengths and weaknesses of the process. The strengths were improved communication and transparency, improved organization and documentation and formal decision-making process and resource allocation. The weaknesses were the hammer and the nail problem, the tools and paperwork, rigidity and the lack of agility within the process. This study also describes the process in detail and gives recommendations for improving the methods implemented in similar circumstances. Originality/value This paper analyzes strategic management concepts from an empirical grounded theory approach and real-world perspective with key recommendations.

IT Project Managers' Perceptions and Use of Virtual Team Technologies

2011 ◽  
pp. 25-43
Author(s):  
Catherine M. Beise ◽  
Fred Niederman ◽  
Herb Mattord
Keyword(s):  
Project Management ◽  
Virtual Teams ◽  
Collaborative Work ◽  
Communication Technologies ◽  
Fortune 500 ◽  
Project Managers ◽  
Team Members ◽  
It Project ◽  
Information And Communication

This chapter presents the results of a case study pertaining to the use of information and communication media to support a range of project management tasks. A variety of electronic communication tools have evolved to support collaborative work and virtual teams. Few of these tools have focused specifically on the needs of project managers. In an effort to learn how practicing IT project managers employ these tools, data were collected at a North American Fortune 500 industrial company via interviews with IT project managers regarding their use and perceptions of electronic media within the context of their work on project teams. In this study, “virtual” describes the extent to which communication is electronic rather than the extent to which team members are geographically separated. Although the number of respondents was limited, the richness of the data collected leads to the conclusion that successful project managers and teams become skilled at adapting a variety of existing communication technologies to match the project task or process, the receiver, their own role as sender, and the content of the message. Groupware designers and developers need to better understand project management methods and best practices in order to provide better tools for practitioners, particularly as organizations expand globally and increasingly outsource various functions of their IT development and operations.

scholarly journals APLICABILIDADE DE UM MAPA ESTRATÉGICO SOB A PERSPECTIVA DOS FATORES CRÍTICOS PARA A MATURIDADE EM GESTÃO DE PROJETOS EM UMA INSTITUIÇÃO FINANCEIRA DE GRANDE PORTE DOI:10.7444/fsrj.v3i2.81

2012 ◽  
Vol 3 (2) ◽  
pp. 88-120
Author(s):  
Sady Darcy Da Silva Junior ◽  
Edimara Mezzomo Luciano ◽  
Maurício Gregianin Testa
Keyword(s):  
Project Management ◽  
Graphical Representation ◽  
Financial Institution ◽  
Project Managers ◽  
Critical Factors ◽  
Strategy Formulation ◽  
Strategic Objectives ◽  
Exploratory Approach ◽  
The Relationship

Project Management and Strategic Management are two subjects of major relevance within the corporate environment, despite usually being treated separately, at organizations. However, for Westphal et al. (2008) one of the ways to link project management and strategy is through project management maturity, and to this effect, a series of actions that can be characterized as critical factors (Rabechini Jr. & Pessoa, 2005) are required. Another way of seeking this connection is by means of the strategic map concept which, according to Kaplan and Norton (2004, p.10), “represents the lost link between strategy formulation and the execution of the strategy”. In this study the purpose is to evaluate the applicability of a strategic map, from a critical factors perspective, on project management maturity, as proposed by Silva Jr. and Luciano (2010). Thus a qualitative and exploratory approach case study was conducted at a large financial institution, where three interview scripts were applied on nine professionals, whereby three were leaders, three were project managers and three, functional managers. Furthermore, a graphical representation standard was designed picturing possible situations concerning the applicability of strategic objectives of the map proposed in the case under study. As a result, an important academic contribution to the vague and scarce literature on the relationship between project management and organizational strategy was verified, in addition to mapping possibilities of improvements for the organization, which otherwise might have been impossible to identify.

scholarly journals Project Management for Computer-Based Training Development

2017 ◽  
Vol 15 (3) ◽  
Author(s):  
Richard A. Schwier
Keyword(s):  
Project Management ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Project Managers ◽  
Computer Based Training ◽  
Training Development ◽  
Computer Based ◽  
Novel Interactions ◽  
Management Approaches

This article deals with the management of instructional developmentprojects for computer-based training (CBT), and is primarily aimed at project managers working with a team of instructional developers for a corporate client. Two issues are discussed: a) estimating the size of a CBT project, and b) performing a cost-benefit analysis. These issues are important for projecting costs, tracking performance and justifying development expenditures.This is a fictionalized case study. The methodology, examples, concepts and estimates are composite sketches drawn from several projects, based upon the author's experiences while working as a CBT project manager. Actual figures and clients have been intentionally obscured to protect the proprietary rights of all parties involved.The reader should be cautioned that the article presents only one approach to project development and estimation. Wholesale application of the approach described is not recommended, as every project will introduce novel interactions of resources and variables which mandate different treatment. Still, it is hoped that the reader will draw upon the ideas presented to refine project management approaches already used.

scholarly journals Project Management for Computer-Based Training Development

1986 ◽  
Author(s):  
Richard A. Schwier
Keyword(s):  
Project Management ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Project Managers ◽  
Computer Based Training ◽  
Training Development ◽  
Computer Based ◽  
Novel Interactions ◽  
Management Approaches

This article deals with the management of instructional development projects for computer-based training (CBT), and is primarily aimed at project managers working with a team of instructional developers for a corporate client. Two issues are discussed: a) estimating the size of a CBT project, and b) performing a cost-benefit analysis. These issues are important for projecting costs, tracking performance and justifying development expenditures.This is a fictionalized case study. The methodology, examples, concepts and estimates are composite sketches drawn from several projects, based upon the author's experiences while working as a CBT project manager. Actual figures and clients have been intentionally obscured to protect the proprietary rights of all parties involved.The reader should be cautioned that the article presents only one approach to project development and estimation. Wholesale application of the approach described is not recommended, as every project will introduce novel interactions of resources and variables which mandate different treatment. Still, it is hoped that the reader will draw upon the ideas presented to refine project management approaches already used.

scholarly journals Geoparks and Education: UNESCO Global Geopark Villuercas-Ibores-Jara as a Case Study in Spain

Geosciences ◽  
2020 ◽  
Vol 10 (1) ◽  
pp. 27
Author(s):  
Rubén Fernández Álvarez
Keyword(s):  
Cultural Values ◽  
Learning Process ◽  
Qualitative Methodology ◽  
Positive Impact ◽  
Document Analysis ◽  
Cultural Resources ◽  
Educational Activities ◽  
Educational Project ◽  
Teaching Learning

The UNESCO Global Geoparks is a good didactic instrument that allows teaching territorial elements in transversal way. The geopark provides a means to address the teaching-learning process of both cultural values and natural values, including geology. This paper aims to highlight the educational activities that have emerged from the Villuercas UNESCO Global Geopark. For this purpose, a qualitative methodology based on document analysis and fieldwork has been used. Through a system of categories, we have analyzed the existing materials on the geopark’s website, its activity book and the schools that have been part of its educational project. The geopark and educational centers collaboration has 76 educational proposals that are developed in the territory of the geopark. Since 2011, all schools in its area of action participate in its educational project with a total of 2500 students per year. The Villuercas geopark involves all students in its territory and encourages learning of a significant, transversal and collaborative type. In the same way, it has a positive impact on environmental awareness and respect for the environment and cultural resources.

Analysis of the Barriers to Environmental Management Systems Implementation in the Libyan Oil Industry

2013 ◽  
Vol 572 ◽  
pp. 672-677 ◽  
Author(s):  
Ammar Irhoma ◽  
Dai Zhong Su ◽  
Martin Higginson
Keyword(s):  
Environmental Management ◽  
Environmental Sustainability ◽  
Environmental Management System ◽  
Negative Attitudes ◽  
Leadership And Management ◽  
Systems Implementation ◽  
Literature Reviews ◽  
Oil Sector ◽  
Oil Company

Adhering to an Environmental Management System (EMS) is the start point in moving an organisation towards a sustainable future. The aim of this study is to identify the barriers for effective implementation of an EMS (ISO4001) in the Libyan oil sector, which would benefit in smoother implementation in future and as a result will lead to environmental sustainability to the oil sector and the country as a whole. To meet the aim, literature reviews and interviews were carried out, and a case study of Azzawya Oil Company in Libya was conducted. The results of the study show that the most significant barriers are those related to poor leadership and management, resources issues of financial, HR and technical were the second most significant barrier, and external political obstacles of organizational culture and negative attitudes were the third most significant barriers. It is recommended that awareness of environmental issues in the oil sector is raised through the provision of effective human resource management along with appropriate financial and technical means.

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