Search

The available studies on contingency planning in projects lack an effective method for accurately estimating time contingencies because they (1) do not account for historically unprecedented disruptions, (2) produce estimation errors for low-probability and high-impact events and (3) do not consider the disproportionate impact of disruptive events on project resources. With this in mind, this research posits that the notion of resilience is central to contingency planning because understanding disruptions is directly interconnected with modelling and measuring resilience to disruptions. As a result, a method for estimating time contingency is presented in which resilience is used to describe the disruption and recovery profiles of project activities. The proposed method is applied in a real-life construction project to demonstrate its capability. In addition, a case study from the literature is selected to compare the proposed method with a critical chain project management solution. The results show that an accurate forecast of time contingency requires precise information about the specific impact of a disruptive event on project resources across various stages of disruptions. From a practical standpoint, the proposed method assists project managers and key stakeholders in the delay analysis of disrupted projects, as well as in developing cost-effective resource management plans. [ABSTRACT FROM AUTHOR]

On crowdfunding platforms, the success of campaigns relies on the ability of projects to attract backers. While backers' motivations have been examined, the dynamics existing among the distinct profiles of backers remain underexplored. Combining quantitative and qualitative methods, this research offers a typology of backers' profiles and shows how these profiles contribute to the success of a crowdfunding campaign. Informed by the sociological theory of cooperation, these results explain how backers with different profiles influence each other's decisions to support crowdfunding campaigns. We provide guidelines to project leaders and platforms to attract backers with the best profiles at the best moment to optimise the campaign's success strategy. We also help crowdfunding platform managers build their crowd of backers and optimise their number of funded projects. [ABSTRACT FROM AUTHOR]

Team formation brings together organizational members with complementary capabilities to address projects. This study examines how project-based organizations form teams in response to an ongoing stream of different projects. We consider team formation a phenomenon shaped by organization structure, project attributes, and learning from project experience. We address the effects of two alternative organization structures (functional and team-based) and four project attributes (project size, heterogeneity, decomposability, and ambiguity) on the efficiency of project team staffing. We build these features into two agent-based models grounded on nine case studies of project-based organizations. These models highlight how organizations achieve efficiency in team formation over time as transactive memory develops in response to ongoing project variation. Our models explain how organization structure and particular project attributes affect the development and application of transactive memory. [ABSTRACT FROM AUTHOR]

Despite the adage "hope for the best, plan for the worst," site-level proactive plans produced by construction planning meetings show planning for the best. Planning meetings comprise both proactive and reactive discussions. Although not all the information provided during meetings is useful, limited efforts have been made to measure the amount of useful information embedded in reactive versus proactive discussions. This research aims to determine the appropriate trade-offs between the number of reactive and proactive discussions at each site-planning level. By utilizing information theory and the Chow–Liu tree, the authors demonstrate to what extent and in what order meeting participants should address site-planning level reactivity and proactivity to obtain more useful information effectively through a case study. The results indicate that proactive planning discussions improve percent plan complete (PPC) 20% more than reactive ones in general. However, missing information due to not undertaking reactive planning could put PPC at greater risk (2% more) than proactive planning, implying high uncertainty at the lowest level of site planning. This research contributes to the body of knowledge by innovatively developing an information theory-based approach to quantify the uncertainty in proactive and reactive discussions for construction planning. Using the information theory approach, this research enables project managers to quantify the uncertainty in reactive and proactive planning discussions. By adjusting the framework and parameters, the approach can have general applications in planning meetings. [ABSTRACT FROM AUTHOR]

Higher-degree research (HDR) students often struggle with the transition into independent research, the juncture in which students accustomed to the structure and predictability of coursework suddenly become project managers: narrowing research questions to address a meaningful gap in the literature, designing projects that adhere to ethical mandates, and using existing literature to not only report on a topic, but also justify it. This qualitative study examines candidates' transition into independent research through both interview and questionnaire data. Participants studying in an Australian university most often cited difficulties related to the research process, followed by mental health, writing with scholarly expression, and self-management. The findings suggest candidates entering an HDR program require support beyond traditional 'one-off' workshops or interventions. Specifically, they benefit from individualised and dedicated mentoring support that addresses not only their epistemological knowledge gaps, but also their existential transition from students to researchers. [ABSTRACT FROM AUTHOR]

In this article, we analyse and discuss translation professionals' views on the concepts of their trade: the concept of translation itself but also adjacent notions such as subtitling, interpreting, localisation and transcreation. Through focus groups with translators and translation project managers working for a translation agency, we explore how practitioners understand the concepts of translation, how they categorise and why they categorise as they do. Data were analysed by means of prototype theory, and results show that the focus-group participants understand prototypical translation rather narrowly as source-text oriented, written, interlingual transfer, but also that they have a broad and nuanced understanding of translation as a category. Beyond the prototype, they use 'translation' as a cover term for a wide variety of tasks that involve different degrees of intervention, transformation and creativity. Interestingly, the analyses show that the practitioners in the study categorise quite differently than translation scholars do. They draw on a fluctuating set of criteria for categorisation, some of which are highly pragmatic (e.g. pricing), and their definitions are much more floating and context-sensitive. In fact, they operate with different concepts depending on whom they interact with: clients, colleagues – or scholars. [ABSTRACT FROM AUTHOR]

Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Customers are looking for suppliers to deliver complex systems at faster rates, targeting three year cycle. This timeframe is challenging for low Technology Readiness Level (TRL) developments, increasing requirements engineering effort, leaving engineers little time and scope for innovation. Test and Evaluation (T&E) activities are often performed in Australia near the end of the process diminishing their value , compensating for a lack of modelling and simulation in early stages. Waterfall Project Management dominates where capability is hardware focused, leading to overruns and deliver capability that falls short of customer expectations in some areas. The Agile approach has been successfully used in software-focused developments. Project managers have been slow to adopt Agile for developments in areas like Defence where the safety is hardware dominant claiming the Agile process lacks necessary governance , increasing risk in the development. This paper examines the extant developmental process in a Defence context and proposes a Minimal Viable Product (MVP)-based framework using Agile to accelerate the development and mitigate risk escalation. [ABSTRACT FROM AUTHOR]

The software development life cycle relies heavily on the software release note, a crucial document. Various practitioners, including project managers and clients, benefit from release notes as they provide an overview of the latest software release. However, the manual generation of release notes is a time‐consuming and stressful task. Researchers have recently proposed automated techniques to generate release notes, saving developers' time and enhancing their understanding of software projects. Unfortunately, the adoption of these tools in practice remains limited. To address this gap, we have taken steps to understand the expectations and requirements of practitioners regarding release note generation techniques before implementing new automated approaches. Consequently, our approach involves two main stages: First, we conduct a comprehensive review of the relevant literature and analyze existing release notes from GitHub repositories to gain insights into the current practices. Second, we conduct an online survey study to gather input from practitioners and understand their expectations regarding release notes. We have reviewed 16 papers related to release notes and explored 3347 release notes from 21 GitHub repositories. Our analysis revealed key artifacts present in release note contents, including issues (29%), pull requests (32%), commits (19%), and common vulnerabilities and exposures (CVE) issues (6%). Additionally, we conducted a survey study involving 32 professionals to understand the essential information that should be included in release notes based on users' roles. For instance, project managers were more interested in learning about new features rather than less critical bug fixes. Furthermore, we identified gaps in existing systems and essential factors to consider when implementing release notes techniques in software engineering. The insights gained from our study can guide future research directions and assist practitioners in generating release notes with relevant content, thus improving the overall quality of documentation in software development. [ABSTRACT FROM AUTHOR]

This article, titled "Mastering Project Management: 5 Powerful Techniques for Project Managers," emphasizes the importance of effective communication, strategic planning, agile methodologies, resource optimization, and continuous improvement in project management. The author highlights the need for clear communication and stakeholder engagement to ensure alignment and transparency. Additionally, the article discusses the significance of strategic planning, risk management, and adaptive leadership in navigating challenges and driving project success. The author also emphasizes the importance of resource optimization, conflict resolution, and continuous improvement in enhancing project performance. The article concludes by emphasizing the commitment to excellence and continuous learning as essential for project managers to achieve exceptional results. [Extracted from the article]

The article discusses the challenges of scaling software development and offers insights on how to approach this process successfully. The author emphasizes the importance of designing the project organization and software architecture concurrently, rather than separately, to avoid poor design choices and integration disconnects. They also highlight the need for small teams, developing junior staff, and adding new teams when necessary to achieve productive success. The article references historical perspectives, such as Conway's Law, Dunbar's Number, and the Mythical Man-Month, to provide further guidance on scaling software development effectively. [Extracted from the article]

This article is an interview with Dr. Deepa Bhide, a clinical physician and project management expert in the healthcare field. Dr. Bhide discusses her journey into project management and how it has helped her in her career. She also addresses the perception of project management in the medical profession, highlighting both positive and negative views. Overall, Dr. Bhide emphasizes the potential of project management to improve patient outcomes and streamline healthcare processes. She also discusses the potential of AI in revolutionizing the healthcare industry, but cautions that ethical issues, data security, and biases in algorithms need to be carefully considered. The series of articles on AI in healthcare project management has received positive reactions from readers, with professionals from both project management and healthcare domains expressing interest and engagement. Dr. Bhide recommends that healthcare professionals learn about and get involved in project management for positive change. [Extracted from the article]

This article explores the challenges and negative consequences that can occur when implementing changes in project management. It stresses the significance of addressing these challenges rather than solely focusing on the benefits of new methodologies. The article provides examples of issues such as poor collaboration skills, reluctance to share knowledge, power struggles, resistance to standardized reporting, and unrealistic project requirements. It emphasizes the importance of proper training, communication, and flexibility in project management practices. The text also discusses the potential pitfalls of implementing project management changes within an organization, highlighting the need to address hidden agendas and offering solutions for resolving conflicts that may arise during the implementation process. The authors emphasize the importance of a balanced approach to change, considering the corporate culture and the mindset and skillset shifts required for successful implementation. The article also provides references to additional resources on project management. [Extracted from the article]

This document provides strategies and practices for project managers to recognize and mitigate biases in AI systems. It emphasizes the importance of ongoing training for team members on bias recognition and mitigation techniques, as well as implementing quality control measures and updating processes to accommodate the evolving field of AI. The document also highlights the need for diverse teams, rigorous data quality control, and prompt engineering techniques to reduce bias influence in AI responses. It suggests using transparency tools such as model cards and datasheets for datasets to improve understanding and management of biases. The document concludes by emphasizing the importance of continuous education, best practices for data management, and collaboration with experts to ensure transparency, fairness, and reliability in AI solutions. [Extracted from the article]

To achieve sustainable development in the construction industry through effective management of projects implementing smart technologies, the technological competency of project managers (PMs) has become increasingly important. This study aims to: (i) investigate the significant attributes of PMs' technological competency when implementing smart technologies for effective project management; (ii) develop a Technological Competency Framework (TCF) for PMs; and (iii) assess critical determinants in the TCF. To achieve these objectives, the attributes of PMs' technological competency and their relative importance were investigated and assessed through a comprehensive literature review, expert interviews, a structured questionnaire survey and statistical analyses. The results showed that the identified attributes in TCF were statistically significant, with project management knowledge, personal characteristics, and skills in managing projects having the highest priority. This study enriches the knowledge of technological competency for PMs in project management and provides guidance for the industry to implement smart technologies for sustainable development. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Engineering Management / Gongcheng Guanli Xuebao is the property of Journal of Engineering Management Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Stakeholder engagement in collaborative research and innovation projects poses significant challenges, particularly in complex, multistake-holder settings addressing sustainability concerns. This study proposes a novel method for stakeholder prioritization in such projects, com-biningtheanalyticnetworkprocess(ANP)toolwiththesustainabilitycategoriesoftheP5standardforsustainabilityinprojectmanagement. Its applicability and usefulness are demonstrated through a case study project, using the new stakeholder theory (NST) lens. The ANP-P5 method can assist project managers in effectively aligning stakeholder management with both sustainability and NST principles. [ABSTRACT FROM AUTHOR]

Contextualization: the construction sector is innovating every day in the postulation and creation of new environmentally responsible projects, to mitigate the negative alterations produced by the processes carried out in the elaboration and erection of structures. Knowledge gap: for this reason, the field of this research aims to describe the triad of sustainability in the management of construction projects, leading to a successful outcome of a sustainable industrial project. Purpose: the fundamental purpose of the work is to incorporate the economic, environmental, and social approaches to the known practices of civil works project management. Methodology: the methodology used in this manuscript was qualitative and descriptive correlational documentary analysis was applied to identify and analyze the most important indicators in the management of construction projects with a focus on sustainability. The research allowed distinguishing a considerable number of key indicators that are used in the current jargon and that could be implemented in new projects with the purpose of seeking holistic synergies that mitigate the uncertainty of the proposed goals. Results and conclusions: as a result of this study, measurement factors were identified and categorized in order to facilitate the conceptualization and consideration of sustainability practices for project managers. This study contributes to the mapping of opportunities for improvement in the sustainability of construction projects based on the management of indicators and highlights the relevance of sustainable management for the construction industry. [ABSTRACT FROM AUTHOR]

Mega construction projects (MCPs) have long periods, complicated environments, a multiplicity of mechanical equipment and personnel, and a large number of safety risk factors on sites. The different safety risk factors of MCPs have coupling effects among them, which can produce new risks and even lead to an accident. These factors present a major challenge for project managers to take on risk management in MCPs. Although previous research has done much work on risk factor identification and control in MCPs, less attention has been given to the coupling effects among risk factors, which affect the identification effect of key safety risk factors and their coupling paths. To compensate for this gap, this research used the latent Dirichlet allocation (LDA) topic model to identify risk factors in mass accident reports, the N-K model to calculate the coupled style, and then coupled the N-K model and the social network analysis (SNA) model to identify the safety risk factors and determine the coupling paths in MCPs. The results reveal the following: (1) six first-level subsystems are identified, and there are 31 second-level safety risk factors included in MCPs; (2) H1 (low safety awareness), H2 (CAT operation), H6 (improper safety protection measures), P4 (improper safety supervisors), P5 (imperfect management system), S3 (owner's mistakes), and M2 (improper maintenance of equipment) are the key safety risk factors in MCPs; and (3) unfavorable environmental factors can easily lead to the emergence of the multirisk coupling of G-S-P-H-M-E , which should be carried out by special management. This research provides a reference for the identification and control of safety risks in MCPs and contributes to the development of complex system risk management and control research. [ABSTRACT FROM AUTHOR]

This research aims to get closer to the definition of project management (PM) competence and understand its models by conducting a systematic literature review (SLR). The focus of this study is on the individual level PM competence of the project manager and the project team members. The paper introduces the competence models of the most important project management standards, which provide a guideline for professionals and serve as a base for the different PM qualifications. The literature review reveals which PM competence groups and elements have become the focus of attention in certain periods, which new competences have been uncovered, how the concept models have changed (in their professional content and regarding their structure), and how these results could be built into the upcoming standards and how they could shape the concept of project management competence in the future and serve as a basis for new research. [ABSTRACT FROM AUTHOR]

Mangrove forest is an ecosystem‐based solution for disaster risk reduction in the Philippines, but its historical deforestation has hampered its capacity to protect coastal communities. With the increasing occurrence of storm surge in the Philippines, mangrove reforestation projects have received renewed attention, but many have failed. Community participation was deemed to be essential in those projects that did well. Hence, this paper examines successful mangrove restoration and rehabilitation projects in the Philippines to find out how community participation contributed to the accomplishments. The study found that while the transfer of science‐based ecological knowledge from project managers to the community is an important factor in ensuring successful initial planning and implementation, its integration into existing local ecological knowledge—'localisation' of science‐based ecological knowledge or hybrid ecological knowledge formation—helped to facilitate long‐term community‐based mangrove management beyond project duration by empowering community members and enabling project acceptance and ownership. Still, continuous local institutional support is a necessary anchor for community resilience. [ABSTRACT FROM AUTHOR]

Construction project managers (PMs) are critical team players in safeguarding project success. Construction organizations heavily rely on their PMs to inspire and motivate their teams to accomplish projects. However, labor turnover, changing demographics, and a shortage of skilled talent are common challenges in the industry. PMs transition between jobs in search of better opportunities. Labor turnover distresses project success, pressurizes team performance, and reduces organizational profitability. This study proposes using human traits assessments to evaluate the variations between job roles in construction. Understanding this sets a more positive work environment and improves teamwork, communication, and employee retention techniques. In assessing the differences between general contractor project managers (GC PMs) and specialty contractor project managers (specialty PMs), this study found that the traits and characteristics of individuals working in different roles can vary considerably. Significant differences in personality characteristics, emotional intelligence, and behavioral traits were identified. Construction companies may use human traits assessments to aid employee retention and talent development. Employees can better comprehend their work environments and smoothly transfer between roles in the industry as they learn the demands of the different job roles. [ABSTRACT FROM AUTHOR]

We consider the problem of a project manager of a matrix organization responsible for the timely completion of projects arriving over time and requiring the usage of a set of resources under his/her purview. A project is defined by a set of activities, precedence relations between activities, resource requirements, a customer due date, and a priority (a weight). Arriving projects are released to a flow control system that monitors the progress of activities and schedules the set of available activities, i.e., activities that are ready to be processed, as appropriate. A critical feature of such control systems is the decision process for choosing the next activity to seize a given resource. This is the focus of this paper. In the past several decades, various heuristic priority rules have been proposed in the literature to support this type of decision in differing settings such as the job shop problem and the deterministic resource-constrained project scheduling problem. A gap exists with respect to testing the various rules all together in the more realistic dynamic-stochastic multi-project environment when the objective is to minimize weighted project tardiness. The purpose of this paper is to fill this gap. Results show that the priority rule "Weighted Critical Ratio and Shortest Processing Time" (W (CR + SPT)) is the best performing rule with respect to minimizing weighted project tardiness. W (CR + SPT) is shown to be a variant of the family of "Modified Due Date" rules first introduced by Baker and Bertrand (J Oper Manage 1(3):37–42, 1982). Repeated application of Duncan's Multiple Range test demonstrates the robustness of our findings. For the environmental parameters (due date tightness, variation of expected activity durations, and utilization of resource), the W (CR + SPT) rule is dominant with respect to weighted project tardiness among the eleven priority rules tested. Only when the number of resources is very modest (either 1 or 3 resources) or under a purely parallel resource network is W (CR + SPT) not the dominant rule. In those cases, its variant W (CR + GSPT) is the best performing rule with respect to weighted project tardiness. [ABSTRACT FROM AUTHOR]

Climate change accelerates the changes in the hydrological cycle, which increases or decreases the intensity and duration of the drought events. This study assesses the drought risk under future climatic projections by computing drought hazard and drought vulnerability at a sub-basin scale. A multivariate drought hazard index (MDHI) considers deficits in precipitation and streamflow to quantify droughts. MDHI was analyzed using the Standardized Precipitation Index (SPI), Standardized Precipitation Evapotranspiration Index (SPEI), and Streamflow Drought Index (SDI). Soil and Water Assessment Tool (SWAT+) simulated hydrological variables under baseline and future SSP scenarios were used to estimate MDHI. Drought vulnerability assessment is estimated by combining exposure, sensitivity and adaptive capacity indicators. The results show that the Drought Hazard Index (DHI) are likely to decrease in future climate change scenarios in comparison with the baseline. The Drought Vulnerability Index (DVI) reveals more than 50% of the basin falls under the high and very high vulnerable category. Based on the drought risk assessment, during the baseline period 48.82%, and 15.25% of the total basin area fall under high and very high drought risk. In the case of the future SSP245 and SSP585 scenarios, the high drought risk area gets reduced extensively with 15.09% and 1.02% respectively. The drought risk will be lower for future scenarios compared to baseline. This study aids the policymakers and water managers in prioritizing the projects on a sub-basin level to solve drought risk in future climatic conditions. [ABSTRACT FROM AUTHOR]

Graphical user interface (GUI) testing plays a pivotal role in ensuring the quality and functionality of mobile apps. In this context, exploratory testing (ET), a distinctive methodology in which individual testers pursue a creative, and experience‐based approach to test design, is often used as an alternative or in addition to traditional scripted testing. Managing the exploratory testing process is a challenging task that can easily result either in wasteful spending or in inadequate software quality, due to the relative unpredictability of exploratory testing activities, which depend on the skills and abilities of individual testers. A number of works have investigated the diversity of testers' performance when using ET strategies, often in a crowdtesting setting. These works, however, investigated ET effectiveness in detecting bugs, and not in scenarios in which the goal is to generate a re‐executable test suite, as well. Moreover, less work has been conducted on evaluating the impact of adopting different exploratory testing strategies. As a first step toward filling this gap in the literature, in this work, we conduct an empirical evaluation involving four open‐source Android apps and 20 masters students that we believe can be representative of practitioners partaking in exploratory testing activities. The students were asked to generate test suites for the apps using a capture and replay tool and different exploratory testing strategies. We then compare the effectiveness, in terms of aggregate code coverage that different‐sized groups of students using different exploratory testing strategies may achieve. Results provide deeper insights into code coverage dynamics to project managers interested in using exploratory approaches to test simple Android apps, on which they can make more informed decisions. [ABSTRACT FROM AUTHOR]

The success of a construction project depends on several critical success factors in such a hazardous scenario characterized by COVID-19 and its consequent stress. One important factor is supervision by a competent project manager with higher emotional intelligence (EI) skills especially in these pandemic times of uncertainty. The selection of this kind of project manager is, by nature, one of the most important and, at the same time, most complicated decisions to be made due to a multi-criteria decision-making (MCDM) problem. Based on previous studies, the human emotion element is often overlooked in the decision-making process. Modern evaluation would require a multimodal dataset to evaluate a competent candidate for the position. In addition, it is identified that classical MCDM is static and unable to quantify real-time human emotion. Hence, in this study, our approach uses an integrated techniques for MCDM and deep learning to address the managers' selection problem. Accordingly, a number of techniques, such as convolutional neural networks and other variations of algorithms, will be tested and compared. The emotion in our facial emotion recognition intensities value will be forwarded to MCDM as part of the input and eventually yield a non-bias and quality decision. It is anticipated that this study will enable employers to simplify and implement an effective decision-making process by embedding EI into the decision-making process to improve the quality of their hires and source the perfect candidate for construction project managers. Therefore, this study is aligned with the national construction agenda under the Construction 4.0 Strategic Plan (2021-2025), which requires changes to be made within the construction industry in tandem with the rapid development of technology and smarter systems. It emphasizes the utilization of digital technology as well as skills and knowledge enhancement. [ABSTRACT FROM AUTHOR]

This article provides an update on project management activities in Italy during the second quarter of 2024. The Project Management Institute (PMI) chapters in Northern Italy, Central Italy, and Southern Italy organized the 2024 Annual Forum in Rome, which aimed to explore the world of project management and its relationship with operational environments. The forum featured expert speakers who discussed topics such as managing emergencies, digital transformation in public administrations, multicultural team management, emotional intelligence, and gender stereotypes in the context of digital transformation. The International Final of the Project Management Championship 2024 took place in Florence, showcasing the exceptional project management skills of top teams from around the world. The Italian team from the Politecnico di Milano received special recognition for their exceptional project management skills. The Italian Institute of Project Management (ISIPM) also organized a series of events called PMexplore, which explored different facets of project management and their application across various sectors. ISIPM participated in Forum PA, a public administration event in Rome, and the "We Make Future" International Fair and Festival on Innovation in Bologna. These activities highlighted the increasing attention and engagement in project management in Italy. [Extracted from the article]

This article, titled "Is your IT project about to crash and burn?" by Yogi Schulz, discusses the top reasons for IT project failure and provides questions that can help PMO leaders identify and address these problems. The reasons for failure include insufficient planning, inadequate leadership, unclear goals and objectives, lack of resource planning, ignored warning signs, communication gaps, scope creep, unclear organization, unrealistic expectations, and lack of operational metrics and project visibility. By addressing these issues, PMO leaders can improve the chances of successful completion for IT projects. The author, Yogi Schulz, has over 40 years of experience in the IT industry and specializes in IT strategy and project management. [Extracted from the article]

This article explores the role of artificial intelligence (AI) in project management and its increasing impact on business processes and decision-making. It discusses the strategic and business implications of AI and its use in project management practices. The article emphasizes the need for project managers to stay ahead of emerging technologies and leverage AI for career success. It highlights the benefits of AI in project planning, risk management, communication, and collaboration, as well as its potential to improve project performance and decision-making. The article also discusses the implementation of AI in organizations, emphasizing the importance of a company culture that promotes learning and incremental changes. It acknowledges the barriers and challenges to AI implementation and concludes by highlighting the complementary role of AI and humans in the future of project management. [Extracted from the article]

This article, titled "Making a Modern Project Manager: Sharing Knowledge (Part 1)," explores the concept of knowledge sharing in project management. The author discusses definitions and challenges related to knowledge sharing, emphasizing the difference between information and knowledge. They also highlight the importance of interacting with people and transferring knowledge effectively. The article acknowledges the exponential growth of human knowledge and the difficulties of capturing and sharing knowledge in a global and virtual team context. The author presents two solutions: accepting the loss of information or taking the reins of knowledge sharing. The article concludes by encouraging readers to reflect on their own challenges in sharing knowledge and emphasizes the importance of continuous learning and improvement. The author, Yasmina Khelifi, is an experienced project manager in the telecom industry and is passionate about sharing knowledge. [Extracted from the article]

The article discusses effective strategies for leading remote teams in today's professional landscape. It emphasizes the importance of effective communication, leveraging technology for seamless communication, promoting trust and autonomy, embracing agile practices for adaptability, prioritizing team engagement and wellness, and empowering project managers with data and analytics. The article provides insights and recommendations for project managers to overcome the challenges of remote work and drive project success. [Extracted from the article]

This article discusses the various services that a Project Management Office (PMO) can offer. The author emphasizes that a PMO is not a one-size-fits-all solution and should be tailored to the specific needs of the organization. The six services that a PMO may choose to provide include setting standards for project management, acting as a center of excellence for project management best practices, providing visibility of all projects in the portfolio, handling project escalations, facilitating the portfolio management process, and directly running or supporting specific projects. The author concludes by stating that a successful PMO is one that delivers perceived value to the organization and encourages readers to consider which services their PMO should offer. [Extracted from the article]

In today's rapidly changing world, organizations are increasingly recognizing the importance of sustainability and regeneration in their projects. The benefits manager plays a crucial role in ensuring that projects not only deliver financial benefits but also contribute to the economic, environmental, social, and community well-being. This article explores the benefits manager's role in influencing sustainability and regeneration in projects, the moral imperative for doing so, and the ways in which they can make a tangible impact. [ABSTRACT FROM AUTHOR]

Navigating major career transitions requires a proactive approach to capitalize on new opportunities. My multi-hyphenate journey spanning consulting, corporate leadership, entrepreneurship and academia illustrates how a career in project management can systematically enable professional evolution. This paper explores how professionals can utilize project management skills to facilitate strategic career pivots. Amidst the constantly evolving business environment and job market of today, being able to intentionally navigate transitions across industries and roles has become a crucial capability. We will discuss how treating career shifts as defined projects with clear goals, timelines and success metrics can enable more deliberate development. The paper outlines my suggested best practices for utilizing project management tools and mindsets to systematically expand one's professional repertoire over time. [ABSTRACT FROM AUTHOR]

This study evaluated factors that influence timely delivery of natural gas pipeline projects in Niger Delta zone of Nigeria. The objectives are to: determine if there is any variation in the time objectives of gas pipeline projects executed by Oilserv Nigeria limited; examine the individual effect of the identified factors on timely delivery of the natural gas pipeline projects in the Niger Delta Zone of Nigeria; ascertain whether the collective effect of identified factors on timely delivery of the natural gas pipeline projects in the Niger Delta zone of Nigeria is significant or not. The literature study reveals that the main factors influencing the timely delivery of natural gas pipeline projects include construction issues, administration and management issues, contract award, financial and economic issues, and design-related issues. The survey was conducted via administering questionnaires. Multiple regression analysis and descriptive statistics were used to analyze collected data. Results show that most of the projects suffered time overruns. The timely delivery of natural gas pipeline projects in the zone was influenced by the factors both individually and jointly. Hence, the study recommends that project teams should enhance their organizational knowledge, planning and scheduling skills, supervise subcontractors on site properly, provide sufficient funding, strictly adhere to existing laws and regulations, and accurately design construction projects while taking the unique characteristics of the project locations into account. Ultimately, it is imperative that project managers, team members, and other key stakeholders have sufficient training in managing conflicts that frequently develop throughout project operations. [ABSTRACT FROM AUTHOR]

This article explores the use of artificial intelligence (AI) in project management and the importance of project managers understanding AI systems and algorithms. It explains that AI systems can be rule-based or machine learning models and highlights their capabilities in data analysis, task automation, resource optimization, risk assessment, and decision support. The article emphasizes the need for project managers to develop prompt engineering skills to guide AI outputs and maximize algorithm efficiency. It also stresses the importance of data quality, system integration, and continuous learning for effective implementation of AI in project management. The article discusses the basics of algorithms and their role in optimizing tasks and enhancing decision-making. It also addresses the importance of strong cybersecurity measures, compliance with data protection regulations, addressing biases in algorithms, and the need for ethical guidelines and transparency in the use of AI systems. The article provides guidance on query formulation and emphasizes the role of algorithms in various aspects of project management. It concludes by highlighting the potential benefits of AI in project management when implemented with knowledge and consideration of these principles. [Extracted from the article]

The healthcare industry is transforming, with Artificial Intelligence (AI) emerging as a powerful tool for revolutionizing patient care, medical research, and administrative efficiency. However, successfully implementing AI projects in this highly regulated and complex environment requires a unique blend of expertise. Enter the project manager (PM) and the Project Management Office (PMO) - two crucial roles that are the backbone for ensuring the successful integration of AI in healthcare. This article, the first of two parts, delves into the critical roles PMs and PMOs play in navigating the complexities of AI-enabled healthcare projects. With input from 22 experts, we have investigated specific challenges PMs and PMOs face, the skillsets they need, and the strategies they could employ to ensure the successful development, deployment, and continuous improvement of AI solutions within the healthcare landscape. [ABSTRACT FROM AUTHOR]

A novel model called Multi-Skilled, Multi-Mode Resource-Constrained Project Scheduling Problem with Discrete Time-Cost-Quality-Risk Trade-Off (MS-MRCPSP-DTCQRTP) was formulated, focusing primarily on minimizing project risks. This integer programming-based model generates various schedules that aim to optimize time, cost, quality, and risk, either individually or by achieving a balanced combination of these factors. By allocating accessible resources to the tasks of the project and adhering to precedence and resource constraints dictated by availability and skills, a collection of viable schedules was generated. Using a uniform distribution for time, cost, quality, and risk, three project case studies were derived from existing literature and expanded upon. These case studies were then employed to showcase the model. To generate optimal solutions, an open-source Python-MIP package employing the branch-and-cut methodology was employed. It was found that time is not a factor in minimizing the risk of a project, except for large-scale projects. Meanwhile, cost is a factor in all sizes of the project. Quality has no significant impact on risk. Project managers must strike a balance between resources that contain skills set with short to medium duration, moderate to high cost, and moderate to high-quality level to minimize project risk. [ABSTRACT FROM AUTHOR]

The Nuclear Notebook is researched and written by the staff of the Federation of American Scientists' Nuclear Information Project: Director Hans M. Kristensen, Senior Research Associate and Project Manager Matt Korda, and Research Associate Eliana Reynolds. The Nuclear Notebook column has been published in the Bulletin of the Atomic Scientists since 1987. This issue's column examines Russia's nuclear arsenal, which includes a stockpile of approximately 4,489 warheads. Of these, some 1,674 strategic warheads are deployed on ballistic missiles and at heavy bomber bases, while an approximate additional 999 strategic warheads, along with 1,816 nonstrategic warheads, are held in reserve. The Russian arsenal continues its broad modernization intended to replace most Soviet-era weapons by the late-2020s. To see all previous Nuclear Notebook columns, go to . [ABSTRACT FROM AUTHOR]