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We are investigating the relation of project planning with project success and introduce project risk as a moderator. We examines how different dimensions (organizational, people, technical and technology, project management, economic and stakeholder) of project risk determine this relationship. A survey is carried out from information technology professionals from 20 registered firms in Khyber Pakhtunkhwa Information Technology Board (KPITB). We find that overall project risk has significant moderation impact on the relation of project planning with project success. Information technology (IT) professionals of KPITB plan risk related project management. Technical, technological and economic aspects are detailed and insights on how other risk factors affect project success in IT sector include in the study. Our research highlights the significance of planning in the presence of risk.

During the past decades, with the growing complexity of our cities, changing urban situations, dramatic shifts in development conditions and distorting transformations in society, it has become clear that the traditions of all-encompassing master planning and static land-use planning are incapable of steering sustainable development. Nevertheless, in many contexts worldwide, planning systems in place remain in line with these approaches — some stubbornly confident in their value and others merely out of tradition. In most cases though, confusion and doubt prevail on the urban planning scene. Yet traditional land-use planning prevails more by lack of alternatives than by conviction or inertia of legislation. At the same time, however, there are brave attempts to adapt new urban planning methods and tools to address the contemporary urban condition. Across the globe, experiments have followed different directions. The LA21 process in Essaouira, Nakuru and Vinh distinguished itself through its co-productive interplay of vision formulation and strategic urban projects.

There is always a risk of failure in major Information & Communication Technology (ICT) projects, including in governmental acquisition contracts (The Standish Group, 2009). Therefore, something different needs to be done to achieve better results. Part of the answer may be to ensure a clear understanding and definition of the project from the beginning, using some form of Project Charter (McKeever, 2006). Although their concept is not new, the use of Project Charters is far from universal, and is inconsistent. The role they play in projects is perceived differently by people at different levels (Kerzner, 2009). PMBOK defines a Project Charter as a project authorisation instrument. We propose that it also has another role, as a communication tool. The aim of this research is to develop a model for a Project Charter and guidelines for its use in order to ensure it is efficient and effective in practice. This research compares different proposals for the contents of a Project Charter, proposes a new model for a Project Charter and maps existing approaches to this model. Responses to a survey on the use of Project Charters are analysed (eighty-six responses were received, mainly from experienced project managers) to identify how Project Charters are used, how they could/should be used and how their use relates to a project s success. We investigate correlations between the use of a Project Charter, each of its individual elements and project success using a proposed quantitative model of project success (extension of traditional project success indicators: budget/cost, time/schedule, quality/scope). We present results of empirical research surrounding the proposal that project outcomes can be improved by using a Project Charter as an instrument for both communication and authorisation. Two hypotheses for identifying what should be the structure and purpose of a Project Charter are put forward: 1. the use of a Project Charter with a particular structure will contribute to the successful outcome of a project; and ...

PurposeThe purpose of this paper is to demonstrate the importance of a fit between project managers' (PMs) personalities and the "personalities" of their projects, for project success; taking a psychological rather than a project management perspective.Design/methodology/approachIn total, 289 Israeli PMs responded to a specially designed questionnaire that classified projects along three dimensions: Novelty, Complexity and Technological Uncertainty, analyses PM's personality traits that were identified as relevant to these dimensions and assessed the projects' success. It was hypothesized that the greater the PM‐P fit, the greater the projects' success.FindingsResults supported the hypothesis: PMs whose personality profile was close to the ideal PM profile for a particular project type were more successful in impact on the customers, benefit to the organization and overall success.Research limitations/implicationsA cross‐sectional design and a self report measure.Practical implicationsThe findings can be translated into recommendations for improving the fit between PMs and the projects assigned to them to increase project success.Originality/valueThe study extends Person‐Organization (P‐O) fit theory to the case of projects, viewing projects as temporary organizations. It also introduces to project management the psychological perspective on PM‐P fit and demonstrates its relevance.

Part 1: Project management discipline -- Introduction to project management -- Concerns for small projects -- Managing and leading small projects -- Pre-project activities -- Part 2: Project management process for small projects -- Process overview -- Initiating -- Planning for small projects -- Controlling -- Closing -- Part 3: Additional discipline: Managing multiple small projects -- Projects as part of a program -- Building effective teams -- The power of one -- Transitioning to larger projects -- Glossary -- Index

The PRoPART public website has been implemented in month 3 of the project, and will be maintained over the lifetime of the project. The internet portal works as communication platform to assist the coordination of the project and its activities. An individual domain has been acquired to host the website. The link to this PRoPART website is: http://www.propart-project.eu/ Within the design phase of the website, perspectives from both specialized and non-specialized visitors have been considered in order to develop the interface. The website will be the main communication tool for the project, where all the publicly available dissemination materials will be published in a timely manner. The website is an interactive environment that will give access to all the publishable development of PRoPART. It will give a very direct link to the main results and to the hottest project news. Besides, this website gives a link to the objectives, partnership, activities and events related with the project, and it is planned to give access to all the aspects regarding the new technologies, best practices and recommendations for robust positioning for automated vehicles gathered from the project development. Contributions from the partners will be highly important to maintain the project's website updated, in order to improve the website positioning in search engines and to reflect an active attitude to Internet users. In addition, partners are asked to link their website and platforms to the website of PRoPART project. In this sense, a SEO positioning analysis will be performed to ensure higher visibility in web search engines. The following points describe the different sections and functionalities of the website, supported by screenshots to better understand its use. ; This project has received funding from the European GNSS Agency under the European Union's Horizon 2020 research and innovation programme under grant agreement No 776307".

Project work been seen as a solution for developing social and health care work. However, project work is not one-dimensional. In addition, there are some characteristics in social and health care that pose challenges for projects. There is a need to study social and health care project work critically. The aim of the article is to describe and analyze project work in social and health care. The data were collected from KASTE projects in 2008-2011. The data consisted of essays written by project managers (n=11) and interviews (n= 14) with project managers and workers. The data were analyzed using qualitative content analysis. Based on our findings, project work in social and health care was characterized by project management within an organized chaos, power struggles between professions and organizations, attitudes related to co-operation with different sectors, successful team feeling and multi-dimensional peer support. Peer-support and team feeling were valued as important resources in project work although there were different kinds of experiences of their existence. Team feeling can be seen as a means to compensate for the lack of common instructions and to relieve the feeling of chaos. Different kinds of power structures could be distinguished on different levels of co-operation in projects: on project team level, on interprofessional level and on the level of organizations and municipalities. This poses challenges for inter-professional and cross-sectional co-operation in projects, which might affect project progress.

A seasoned project management consultant introduces critical project management skills, tools and techniques. Includes case studies, checklists and exercises

How relevant is ethics to project management? The book - which aims to demystify the field of ethics for project managers and managers in general - takes both a critical and a practical look at project management in terms of success criteria, and ethical opportunities and risks. The goal is to help the reader to use ethical theory to further identify opportunities and risks within their projects and thereby to advance more directly along the path of mature and sustainable managerial practice.

Project Management in Industry ; History of Project Management ; What is a Project? ; Project Characteristics ; What is Project Management? ; Project Management Areas of Expertise ; The Project Life Cycle (phases) ; Framework for Project Management ; Project Stakeholders ; The Politics of Projects ; Culture and Project Management ; Project Initiation ; Overview of Project Planning ; Scope Planning ; Project Schedule Planning ; Resource Planning ; Budget Planning ; Quality Planning ; Communication Planning ; Risk Management Planning ; Project Implementation Overview ; Project Completion ; Celebrate