The goal of this chapter is to present lessons learned and insights gained from managing the Ivar Aasen project. Lessons were collected through 28 interviews with key project members and contractors. Findings show that Ivar Aasen was executed under considerable uncertainty regarding the market situation, access to suppliers and was completed under very strict time schedule. The project was complex with over 140 suppliers and subcontractors that were globally distributed. The project was also the first major project for the operator company. Findings shows that the underlying context of the project was a source of several challenges encountered during execution. In spite of these challenges, the project was completed on budget and on schedule and now the field is in full operation. The paper presents a narrative description of the challenges encountered as well as the factors that contributed to project success. Based on insights gained, the paper presents 18 recommendations that should be adhered to succeed with projects that exhibits similar characteristics as Ivar Aasen project.
{"title":"Insights From Ivar Aasen Oil Field Project in Norway","authors":"","doi":"10.4018/ijpmpa.301237","DOIUrl":"https://doi.org/10.4018/ijpmpa.301237","url":null,"abstract":"The goal of this chapter is to present lessons learned and insights gained from managing the Ivar Aasen project. Lessons were collected through 28 interviews with key project members and contractors. Findings show that Ivar Aasen was executed under considerable uncertainty regarding the market situation, access to suppliers and was completed under very strict time schedule. The project was complex with over 140 suppliers and subcontractors that were globally distributed. The project was also the first major project for the operator company. Findings shows that the underlying context of the project was a source of several challenges encountered during execution. In spite of these challenges, the project was completed on budget and on schedule and now the field is in full operation. The paper presents a narrative description of the challenges encountered as well as the factors that contributed to project success. Based on insights gained, the paper presents 18 recommendations that should be adhered to succeed with projects that exhibits similar characteristics as Ivar Aasen project.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129730598","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/IJPMPA.2021070102
Shankha Shubhra Goswami, D. Behera
The main objective of this research article is to select the best laptop model among six models available in the market. For this analysis, six laptop models are selected from different online shopping websites having different specifications after seeing the customer ratings. After doing some research, it is found that these laptop models are presently in demand and mostly preferred by the customers. So, an initiative is taken to propose the best laptop among these six models by implementing multiple-criteria decision-making (MCDM) methodology. The selection process is done based on seven criteria (i.e., processor, hard disk capacity, operating system, RAM, screen size, brand, color). For this purpose, analytic hierarchy process (AHP) is adopted for calculating the weightages of the criteria, and TOPSIS is used for selecting the best model. A preference ranking order of the six models is also proposed at the end indicating the best model to the worst. From the whole analysis, it is found that Model 4 came out to be the best model followed by Model 5 and Model 3.
{"title":"Best Laptop Model Selection by Applying Integrated AHP-TOPSIS Methodology","authors":"Shankha Shubhra Goswami, D. Behera","doi":"10.4018/IJPMPA.2021070102","DOIUrl":"https://doi.org/10.4018/IJPMPA.2021070102","url":null,"abstract":"The main objective of this research article is to select the best laptop model among six models available in the market. For this analysis, six laptop models are selected from different online shopping websites having different specifications after seeing the customer ratings. After doing some research, it is found that these laptop models are presently in demand and mostly preferred by the customers. So, an initiative is taken to propose the best laptop among these six models by implementing multiple-criteria decision-making (MCDM) methodology. The selection process is done based on seven criteria (i.e., processor, hard disk capacity, operating system, RAM, screen size, brand, color). For this purpose, analytic hierarchy process (AHP) is adopted for calculating the weightages of the criteria, and TOPSIS is used for selecting the best model. A preference ranking order of the six models is also proposed at the end indicating the best model to the worst. From the whole analysis, it is found that Model 4 came out to be the best model followed by Model 5 and Model 3.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121586516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/IJPMPA.2021070101
J. Rascão, Nuno Gonçalo Poças
The article is about human rights freedom of expression, the right to privacy, and ethics. Technological development (internet and social networks) emphasizes the issue of dialectics and poses many challenges. It makes the theoretical review, the history of human rights through and reference documents, an analysis of the concepts of freedom, privacy, and ethics. The internet and social networks pose many problems: digital data, people's tracks, the surveillance of citizens, the social engineering of power, online social networks, e-commerce, spaces of trust, and conflict.
{"title":"Freedom of Expression and the Right to Privacy and Ethics in Dialectic of Human Rights in This Complex and Turbulent Society","authors":"J. Rascão, Nuno Gonçalo Poças","doi":"10.4018/IJPMPA.2021070101","DOIUrl":"https://doi.org/10.4018/IJPMPA.2021070101","url":null,"abstract":"The article is about human rights freedom of expression, the right to privacy, and ethics. Technological development (internet and social networks) emphasizes the issue of dialectics and poses many challenges. It makes the theoretical review, the history of human rights through and reference documents, an analysis of the concepts of freedom, privacy, and ethics. The internet and social networks pose many problems: digital data, people's tracks, the surveillance of citizens, the social engineering of power, online social networks, e-commerce, spaces of trust, and conflict.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133856593","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/ijpmpa.20210701.oa
C. Sankar
Given the importance of students working in international environments, this study identifies the important competencies that engineering students need so that they could work effectively. The list of competencies was identified using a realist synthesis methodology. The context of the research was thirty-seven U.S. students who worked on twenty-two international projects with companies and research centers in India. The outcome was development of multi-media case studies based on the projects. The students spent a semester preparing for the project, eight weeks working on the project, and a semester developing the case studies. Each project was evaluated and students interviewed to identify the competencies that were utilized by the students. Analysis of these evaluations showed that successful projects trained the students to be competent in the technology domain of the project and encouraged them to communicate well with their counterparts.
{"title":"Competencies Required of Engineering Students Conducting International Projects","authors":"C. Sankar","doi":"10.4018/ijpmpa.20210701.oa","DOIUrl":"https://doi.org/10.4018/ijpmpa.20210701.oa","url":null,"abstract":"Given the importance of students working in international environments, this study identifies the important competencies that engineering students need so that they could work effectively. The list of competencies was identified using a realist synthesis methodology. The context of the research was thirty-seven U.S. students who worked on twenty-two international projects with companies and research centers in India. The outcome was development of multi-media case studies based on the projects. The students spent a semester preparing for the project, eight weeks working on the project, and a semester developing the case studies. Each project was evaluated and students interviewed to identify the competencies that were utilized by the students. Analysis of these evaluations showed that successful projects trained the students to be competent in the technology domain of the project and encouraged them to communicate well with their counterparts.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123274960","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/IJPMPA.2021070104
Fatimah Soud Alasfour, Andri Mirzal
The aim of the study is to assess the relationship between project management (PM) practices and project success (PS) criteria in engineering firms in Kuwait. As a first step, a comprehensive literature review followed by interviews with CEOs from 10 selected firms and consultations with three experts were conducted to design the research framework. As a result, a research model that consists of PM practices measured by six dimensions (leadership, IT, teamwork, planning, governance, and communication) and PS criteria measured by three dimensions (impact on customers, impact on project team, and business success) were instilled. Based on statistical analysis on the survey responses, it was found that communication and teamwork are the strongest predictors for PS criteria, and other PM dimensions were perceived to be less important. This result is encouraging and comforting as it shows that the team-oriented factors are perceived to be important in the success of projects and implies that having a cohesive team is crucial for managing successful projects.
{"title":"Impact of Project Management on Project Success at Engineering Firms in Kuwait","authors":"Fatimah Soud Alasfour, Andri Mirzal","doi":"10.4018/IJPMPA.2021070104","DOIUrl":"https://doi.org/10.4018/IJPMPA.2021070104","url":null,"abstract":"The aim of the study is to assess the relationship between project management (PM) practices and project success (PS) criteria in engineering firms in Kuwait. As a first step, a comprehensive literature review followed by interviews with CEOs from 10 selected firms and consultations with three experts were conducted to design the research framework. As a result, a research model that consists of PM practices measured by six dimensions (leadership, IT, teamwork, planning, governance, and communication) and PS criteria measured by three dimensions (impact on customers, impact on project team, and business success) were instilled. Based on statistical analysis on the survey responses, it was found that communication and teamwork are the strongest predictors for PS criteria, and other PM dimensions were perceived to be less important. This result is encouraging and comforting as it shows that the team-oriented factors are perceived to be important in the success of projects and implies that having a cohesive team is crucial for managing successful projects.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133402367","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/IJPMPA.2021070103
Yutaka Iwakami, Hironori Takuma, M. Iwashita
In product development, key performance indicators (KPIs) and key goal indicators (KGIs) have complex influences on each other. To understand the structure among them, Bayesian network analysis is one of effective methods. However, relationships among KPIs/KGIs often differ in attributes of enterprises, such as business type and annual sales. In this study, the authors incorporate topics obtained via latent Dirichlet allocation (LDA) into Bayesian network as nodes. With this “Bayesian network with topic nodes,” how KPIs affect the results of KGIs can be probabilistically inferenced and graphically observed according to attributes of enterprises. Furthermore, by configuring cultural or national differences as topic nodes, the proposed methods are expected to contribute overcoming barriers caused by these differences and accelerating improvement of product development in the global society.
{"title":"Analyzing Enterprise Attribute-Dependent KPIs/KGIs by Bayesian Network-Leveraging LDA","authors":"Yutaka Iwakami, Hironori Takuma, M. Iwashita","doi":"10.4018/IJPMPA.2021070103","DOIUrl":"https://doi.org/10.4018/IJPMPA.2021070103","url":null,"abstract":"In product development, key performance indicators (KPIs) and key goal indicators (KGIs) have complex influences on each other. To understand the structure among them, Bayesian network analysis is one of effective methods. However, relationships among KPIs/KGIs often differ in attributes of enterprises, such as business type and annual sales. In this study, the authors incorporate topics obtained via latent Dirichlet allocation (LDA) into Bayesian network as nodes. With this “Bayesian network with topic nodes,” how KPIs affect the results of KGIs can be probabilistically inferenced and graphically observed according to attributes of enterprises. Furthermore, by configuring cultural or national differences as topic nodes, the proposed methods are expected to contribute overcoming barriers caused by these differences and accelerating improvement of product development in the global society.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115172387","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.4018/IJPMPA.2021070105
J. Gomes, H. Carvalho, M. Romão
An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.
{"title":"The Contribution of the Knowledge Areas to Project Success","authors":"J. Gomes, H. Carvalho, M. Romão","doi":"10.4018/IJPMPA.2021070105","DOIUrl":"https://doi.org/10.4018/IJPMPA.2021070105","url":null,"abstract":"An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"129 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128433881","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-01DOI: 10.4018/ijpmpa.2020010103
Pankaj M. Madhani
Lean Six Sigma (LSS) enables supply chains to become more efficient and effective in sustaining continuous improvement. The speed, service quality, and the cost of operations impact the supply chain performance. One most popular approach for providing faster responses, improving quality and reducing cost in SCM, is LSS as it combines strengths of both Lean and Six Sigma. LSS is not just about doing things better, it is a way of doing better things. Research establishes complementary relationship of Lean and Six Sigma; summarizes benefits of LSS in SCM and develops various frameworks such as S-V framework and O-T-S framework to emphasize the role of LSS in enhancing efficiency and effectiveness of SCM processes. As a strategic management tool, LSS deployment in SCM is considered to be an important management philosophy, supporting organizations in their efforts to enhance efficiency and effectiveness of operations, satisfy customers and enhance competitive advantages.
{"title":"Enhancing Supply Chain Efficiency and Effectiveness With Lean Six Sigma Approach","authors":"Pankaj M. Madhani","doi":"10.4018/ijpmpa.2020010103","DOIUrl":"https://doi.org/10.4018/ijpmpa.2020010103","url":null,"abstract":"Lean Six Sigma (LSS) enables supply chains to become more efficient and effective in sustaining continuous improvement. The speed, service quality, and the cost of operations impact the supply chain performance. One most popular approach for providing faster responses, improving quality and reducing cost in SCM, is LSS as it combines strengths of both Lean and Six Sigma. LSS is not just about doing things better, it is a way of doing better things. Research establishes complementary relationship of Lean and Six Sigma; summarizes benefits of LSS in SCM and develops various frameworks such as S-V framework and O-T-S framework to emphasize the role of LSS in enhancing efficiency and effectiveness of SCM processes. As a strategic management tool, LSS deployment in SCM is considered to be an important management philosophy, supporting organizations in their efforts to enhance efficiency and effectiveness of operations, satisfy customers and enhance competitive advantages.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127187097","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Most texts on project governance and project management portrays the organization as populated by anonymous people in abstract roles like ‘project manager’, ‘sponsor’, ‘team member’. This paper takes the contrasting position that the project organization is developed by individuals with a specter of competences, strong and weak sides and relations to other people and organizations. The storyline presents a case study from a real-life project developing a new culture institution in Norway over a period of 10 years. Data was gathered ex-post by two researchers through interviews and document studies. The paper first defines key concepts and then presents an analytical framework for the purpose of analyzing the roles in this case story. It gives new insight to the roles as project manager and project executive. The story illustrates the importance of continuity and persistence in the role as project executive. These issues are relevant in future projects given the growing size and complexity seen in projects and the focus on stakeholder value that is prominent in project literature.
{"title":"Kilden Performing Arts Centre","authors":"A. Architects, Sms Arkitekter","doi":"10.4018/ijpmpa.301236","DOIUrl":"https://doi.org/10.4018/ijpmpa.301236","url":null,"abstract":"Most texts on project governance and project management portrays the organization as populated by anonymous people in abstract roles like ‘project manager’, ‘sponsor’, ‘team member’. This paper takes the contrasting position that the project organization is developed by individuals with a specter of competences, strong and weak sides and relations to other people and organizations. The storyline presents a case study from a real-life project developing a new culture institution in Norway over a period of 10 years. Data was gathered ex-post by two researchers through interviews and document studies. The paper first defines key concepts and then presents an analytical framework for the purpose of analyzing the roles in this case story. It gives new insight to the roles as project manager and project executive. The story illustrates the importance of continuity and persistence in the role as project executive. These issues are relevant in future projects given the growing size and complexity seen in projects and the focus on stakeholder value that is prominent in project literature.","PeriodicalId":247559,"journal":{"name":"International Journal of Project Management and Productivity Assessment","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116907838","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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