Project management—A holistic approach for managed services

Abstract

Telecommunications industry is currently undergoing a rigorous paradigm shift and value migration from equipment sales towards operations related services ([33] and [ 34] With project complexity constantly increasing ([35], [36], [37])the nature of this new contracting and vendor-operator partnership style becomes insufficient([37], [38], [39], as the lack of disciplined methodology to quantify the directional view of project management, and implementation management ([40], [41]). In response, this research explores the holistic degree to which executive sponsor's role and influence in the planning phase of the service project management lifecycle ([42], [43]) contributes to project performance. Many organizations have embraced the concept of formal project management as a critical element of their organization structure to revive work flow process and improve organizational efficiency ([44], [45], [46]). Other organizations have adopted service project management concept as a means to improve customer relationship and reduce cost [88], and integrated to the concept of the "implementation-oriented sales process" which provides a better basis for closing long-term, stable and profitable operations services transactions ([47], [48]).To construct measures, we proposed the holistic scope and diversified responsibilities of project management practices with the goal to modified skill profile of the individual project management professional, reduce economic losses, improve resource allocations, deliver turnkey infrastructure projects and advance management training ([37], [38], [39], [40], [41], [42]) . From a social change perspective, the use of the measurement scales can provide organizations the "managed services", in dealing with long-term, ongoing operations rather than one-time deployment and commissioning, has been neglected until now ([43], [44], [45], [46], [47], [48]).

Critical success factors for offshore software outsourcing contract management from vendors’ perspective: an exploratory study using a systematic literature review

“…Proper documentations and implementations of the contract schedule to obtain the deliverables on time [59]. Budget for sound and safe flow of the contract [60]. Regular communication to mitigate any raised risk [60].…”

“…Budget for sound and safe flow of the contract [60]. Regular communication to mitigate any raised risk [60]. Proper negotiation to avoid any misunderstanding [61].…”

Linkages between Organization Design Structures, Performance Measurement Systems and Project Performance in Project Based Technical Environment—An Empirical Analysis

“…From a global point of view, a PMS can be seen as a multi-criteria instrument made of performance expressions (Costa & Chagas, 2004). Researchers have analyzed different approaches to study performance measurement and evaluation based on various facets, including decision making, triple constraint (cost, time, scope) and team performance (Baccarini, 1999;PMI, 2000;Frisanco, Anglberger, Ang, & Onu, 2008;Tohumcu & Karasakal, 2010). This article study links between PMS, project success and different dimensions based on supporting studies.…”