Impact of Premature Information Transfer on Cost and Development Time of Projects

Silva, Daniel D. Campos; Santiago, Leonardo; Silva, P. M. S.

doi:10.1109/tem.2012.2187661

Cited by 8 publications

(1 citation statement)

References 22 publications

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“…Remarkably, from the very beginning of contemporary project management, projects were, and continue to be, under similar time pressure (Campos Silva et al, 2012;Chen et al, 2012;Griffin, 1993Griffin, , 1997Herroelen & Leus, 2005;Omorede et al, 2013;Radziszewska-Zielina, 2010;Zavadskas et al, 2010). Kach and colleagues (2012, p. 377) state: The speed of technological change and shortened product life cycles have made the time-to-market requirements for developing new products increasingly stringent (Kessler and Chakrabarti, Langerak et al, 2010; Heightened competitive forces have motivated many firms to move their new products through the design and manufacturing pipeline at a faster rate, encouraging greater focus on accelerated development and compressed time lines (Prasnikar & Skerlj, 2006;Wright et al, 1995).…”

Section: Introductionmentioning

confidence: 99%

Finding a New Way to Increase Project Management Efficiency in Terms of Time Reduction

Spałek

2014

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There are three basic constraints called 'the golden triangle' in each project: time, budget and scope. Researchers and practitioners are trying to find a way to increase the efficacy of the project's outcomes in terms of shortening the project's duration, lowering budgetary costs and meeting the scope. Although several publications have been written on that topic, there is still no common solution in place. However, more in-depth research related to the specific type of projects or industries is being conducted and this paper seeks to incorporate additional knowledge into that contemporary field. Furthermore, this is of growing importance in modern, turbulent times, where the expectations of profiting from lessons learned are ever increasing. Following the current market demands, in the article a new, innovative approach is proposed to manage the expectation that future projects will have a shorter duration. Therefore, the idea of creating specific roadmaps is proposed, which should help the decision makers improve the efficacy of project management in the company, where the process of such improvement is measured using the maturity levels assessment concept. Based on the worldwide quantitative studies in the construction, information technology and machinery industries, specific roadmaps for each industry were determined. The purpose of these roadmaps is to indicate the most effective investment sequence in the increase of project management maturity, which should result in a decrease of future projects' duration. Moreover, discussions on the limitations of such investments are examined.

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