Projektcontrolling mit Earned Value-Kennzahlen

Kesten, Ralf

doi:10.15358/0935-0381-2005-10-573

Cited by 6 publications

(3 citation statements)

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“…The typical recommendation is the introduction of a professional project management, or an increase in skill level of the existing project management, especially through a more structured methodology or toolkit (see [16], [18], [20]; see [15] for a comprehensive layout of project planning -"Who? What?…”

Section: Introductionmentioning

confidence: 99%

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Project management—A holistic approach for managed services

Frisanco

Anglberger

Ang³

et al. 2008

2008 International Conference on Management Science and Engineering 15th Annual Conference Proceedings

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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]).

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Section: Introductionmentioning

confidence: 99%

“…Both pioneering and current papers recognize that project management is best accomplished in the early stage of a project ( [20], [31]), and shortcomings in the planning process are generally identified as main cause of problems during implementation ( [15], [17], [20]). …”

Section: Introductionmentioning

confidence: 99%

Project management—A holistic approach for managed services

Frisanco

Anglberger

Ang³

et al. 2008

2008 International Conference on Management Science and Engineering 15th Annual Conference Proceedings

View full text Add to dashboard Cite

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“…Sources on project management typically start with the recommendation to introduce an organizational structure with professionally trained staff that are usually guided and supported by a standardized methodology framework or toolkit (see [5], [10], [14]; see [12] for a comprehensive layout of project planning -"Who? What?…”

Section: Introductionmentioning

confidence: 99%

Operations management vs. project management — the operations services universe and its new project manager

Frisanco

Anglberger

2008

2008 4th IEEE International Conference on Management of Innovation and Technology

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Current project management practices, stemming from research and development projects, ramping-up and optimization of production processes, and turnkey infrastructure delivery, provide incomplete answers to today's challenges in operations services management. The arena of long-term and ongoing operations services poses new challenges. From empirical studies involving many "managed services" (or outsourcing) operations projects in the telecommunications industry, this paper deducts fundamental differences between the definition of a project and classical project management requirements, and an operation with its new operation management needs. We discuss the critical success factors for operations management and propose measures for organizational changes, concluding that operations services projects require a project management different from the traditional, and proposing a framework for a more efficient operations management.

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