Building Workforce Competencies through Complex Projects

Sense, Andrew J.; Kiridena, Senevi

doi:10.1007/978-981-4560-58-0_9

Cited by 5 publications

(2 citation statements)

References 43 publications

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“…Until now practitioners have generally attained explicit project management competences through participation in vocational and tertiary education programs, as well as through experience-based professional accreditation in addition to practice experience (Sense & Kiridena, 2014). Gideon and Bwisa (2013) indicate that professionalism is key during project implementation while Project Management Information Software (PMIS) helps project managers perform their tasks in a much professional manner (Kahura & Bwisa, 2013) and hence project success.…”

Section: Empirical Reviewmentioning

confidence: 99%

Effects of Triple Constraints on the Management of Projects in Nairobi: The Project Managers’ Perspective

Rugenyi,

Bwisa

2016

strategicjournals.com

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Projects are generally undertaken because they are part of plans to meet business goals and charter organizations to new levels of performance. They are however constrained by competing demands and competing priorities within the project environment. The performance of the project, and the project manager, is measured by the degree to which they overcome these constraints to meet project objectives. The project management triple constraints of scope, time and cost are regarded by project managers' as key the successful management of projects. Despite the much acquired knowledge in project management, history shows a pattern of project underperformance with projects not effectively meeting one or more of these expectations. The study sought to determine the effects of the triple constraints on the management of projects in Nairobi from the perspective of the project manager. The study adopted purposive sampling targeting 30 (30% of population) project managers registered by The Kenya Association of Project Managers and Project Management Institute, Kenya Chapter. The study found no statistically significant effect of the triple constraint elements on the management of projects in Nairobi. The study recommends that project managers should identify other external factors and/or intra-management of the triple constraints including trade-offs that could be influencing the management of projects in Nairobi.

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Section: Empirical Reviewmentioning

confidence: 99%

Effects of Triple Constraints on the Management of Projects in Nairobi: The Project Managers’ Perspective

Rugenyi,

Bwisa

2016

strategicjournals.com

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“…Overview of enterprise resource planning implementation aspects ERP systems can bring substantial value for the firm through best business practices, delivered through various functional applications supported by comprehensive process and data integration (Koh et al, 2011). While recognising complexities of ERP system implementation projects, effective implementation can enhance the firm performance (Sense and Kiridena, 2014). Furthermore, recent studies have pointed out that knowledge sharing plays a mediating role linking information systems maturity and firm performance (Rao et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

An integrated framework for ERP system implementation

Jagoda¹,

Samaranayake

2017

IJAIM

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Purpose The purpose of this paper is to propose an alternative integrated approach based on the stage-gate method to implement enterprise resource planning (ERP) systems which will enhance the effectiveness of ERP projects. Design/methodology/approach A literature review was conducted on ERP system implementation and its effectiveness. The need for improving implementation approaches and methodologies was examined. Based on the insights gained, a conceptual framework for ERP system implementation is presented by combining the state-gate approach with the pre-implementation roadmap. Findings The proposed framework aims to enhance the overall ERP implementation outcomes, ensuring critical success factors and eliminating common causes of failures. A pre-implementation roadmap is identified as a key element for eliminating many causes of failure including lack of organisations’ readiness for ERP. The post-implementation stage can be used for further improvements to the system through internal research and development. Research limitations/implications The development of the framework is an attempt to contribute to improving ERP implementation. This research is expected to motivate researchers to work in this area, and it will be beneficial to practicing managers in the identification of opportunities for improvements in ERP systems. Case studies will be valuable to refine and validate the proposed model. Originality/value This paper explores research in a needy area and offers a framework to help researchers and practitioners in improving ERP implementation. This framework is expected to reduce the implementation project duration, strengthen critical success factors and minimise common problems of ERP implementation projects.

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Project Manager’s Skills for improving the performance of complex projects in Kuwait Construction Industry: A Review

Alshammari

Yahya

Haron

2020

IOP Conf. Ser.: Mater. Sci. Eng.

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The role of project manager is one of the crucial factors in achieving project success. Project managers handling large and complex construction projects have to deal with several factors to ensure coordination in achieving project delivery based on time, cost, and quality. However, recently, several large and complex projects in Kuwait s are facing several delays and overrun. According to previous research, the main factors were communication, teamwork & teambuilding, planning & coordination, problem solving, and interpersonal skills. The aim of this paper is to provide a review on project manager’s skills framework (PMSF) that are required in improving complex construction projects in Kuwait. Extensive literature reviews on the project managers skills in the management of the project were identified. It was found that skills such as teamwork, effective communication with staff and contractors, and effective resource management, effective planning and training, risk management are some of the important factor. The findings of this research contribute to exiting literature on developing a project managers skills framework (PMSF) that can be used by academic professional, business practitioners, and policy makers in identifying the issues facing construction projects and providing successful outcomes. Project managers involved in complex projects need to have strong skills to handle their team and every project participant. Project manager has the highest importance and critical to the success of the project. The literature review has indicated several skills that are important for project managers. The type of project determines the type and extend of skills that is required in successful project outcomes.

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Building Workforce Competencies through Complex Projects

Cited by 5 publications

References 43 publications

Effects of Triple Constraints on the Management of Projects in Nairobi: The Project Managers’ Perspective

Effects of Triple Constraints on the Management of Projects in Nairobi: The Project Managers’ Perspective

An integrated framework for ERP system implementation

Project Manager’s Skills for improving the performance of complex projects in Kuwait Construction Industry: A Review

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