Medecins Sans Frontieres Doctors Without Borders

Join the PM.com.au Community

Project Manager

Australia's online resource for project management professionals

Whitepapers

  • Application of KRAs Theory—Meng Jia
    Chinese money construction

    Application of KRAs Theory in Concept Design Phase of a Banknote Plate-making Workshop Construction Project in China
    The uncertain nature of modern society results in a complex project management context, especially in the concept design phase. There is a critical demand to focus on key areas which can directly contribute to short-term objective and assist in long-term success of project.

    This reflective paper analyzes key failing factors of a construction project which relates to the Banknote Plate-making workshop in China. Based on the actual condition, the technique of KRAs is applied to identify essential management areas and performance gaps between project team and benchmark. Some measures are recommended to fill the gaps and improve performance in the future projects.

    Author: Meng Jia
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Project Performance Improvement—Mohammad Rahim Sidiqi

    Project Performance Improvement
    Project performance improvement is the concept of enhancing the effectiveness and effectiveness of a project. It is a gradual process, which should be undertaken by all the stakeholders within a project. There are various techniques, which are adopted and implemented in the project performance improvement. These include performance drivers, learning to perform, the project context, performance techniques, practice improvement, and performance improvement.

    This paper addresses the concept of performance techniques as they are applied in the completion of a particular project. The project, in this case, is the construction of a residential 12 apartments building. The contractor responsible for undertaking the project was Afghan Reconstruction and Development Unit (ARDU) under the management and leadership of Mr. Zia, the project manager. The project team applied various performance techniques. These include the reflection, reflection strategies, collective reflection, reflective journal and reflective assessment. They included reflecting on the previous experiences and recorded knowledge and used it as a basis on improving the current performance. These performance techniques significantly improved the outcome of the project. However, the company needs to implement more effective strategies. The reason is that it failed in time management and operation within the budget.

    Author: Mohammad Rahim Sidiqi
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Agile innovation in project management—Rami Shakour
    agile innovation

    Agile innovation in project management
    Today, we can generalize that the projects have grown in complexity and it is very common for the project managers struggling to bring their work efficiently. Recognizing these challenges, difficulties, changes and technological advances, project managers try to use standards that can best meet the goals of success and deliver them. Adopting a model for new product development project management is critical to their performance, particularly at the end of high-tech products. The application of project management in business gives better results, quality and reduction costs in the product development. The innovative products are embedded in dynamic business environments, characterized the difficulty in predicting the future, uncertainties and major challenges. However, the current assignment has presented the importance and methodologies of Agile Innovation in project management. The introductory part has given a brief overview and comparison between classical project management and agile project management. In the discussion part, agile methodology is discussed in detail along with the principles and values.

    Author: Rami Shakour
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Reflection on project reform—Jacob Silver

    Reflection on project reform
    With reasons for project failure remaining unchanged since Harvard Business School first published the common causes, organisations are faced with situations where the focus is less about what the causes of failure are but rather what the early warning signs are and what are the response mechanisms. It’s imperative that as project managers we put in place tools to recognise the early warning signs of project failure and implement strong processes to reform projects that are on the path to failure.

    This paper examines the process of change that a large and complex relocation project went through during the early stages of project failure. The paper discusses several failed attempts at change and the eventual process that got the project back on track and allowed the team to achieve immediate and ongoing success. The tools used to improve success include critical reflections, the discovery of common themes through the use of affinity diagrams and the use of personality traits to assign roles. The key lessons learnt were shared and this allowed the team to continue its success and ultimately restore faith with their client and secure future business.

    Author: Jacob Silver
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Social learning theory in construction—Neroshan Devakumaran
    brainchild

    Application of social learning theory to boost technician skills and performance in a construction project
    Skilled labour force is an essential part of a construction project. Every construction project has different phases. Transitioning between phases dictates the need for different skill sets and it is crucial that every organisation manages its labour resource efficiently to avoid skill gaps that could lead to its downfall in this highly competitive world. Being constrained by a limited labour force with a significant skill imbalance during the transitioning of two phases, the author had to come up with a plan to alleviate this situation by training the unskilled technicians within a short period of time due to the steady increase of tasks and multiple end dates. The author created a strategy to train them within a month while steadily increasing the pace of work. Using the modelling process of a social learning theory with other learning styles incorporated in parts, the author was able to eventually fill the skill gaps necessary for the next phase within the planned time. The author eventually provides a reflection on the methods used by him that proves that although the techniques were efficient, there is room for improvement.

    Author: Neroshan Devakumaran
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Practice of effective leadership on improving the project performance—Abdulmohsin Alghifaili

    Practice of effective leadership on improving the project performance
    This paper will talk about improving leadership practice in an organisation and how this practice affected the project performance. The paper will talk about individual reflection on how departments in the organisation interacted and how the project team failed to reach the specified goals. This paper will also discuss how to improve the leadership practice in the organisation and how the project leadership will improve by applying tools and approaches. Further, the paper will show indicate the results of improving the practice of effective leadership.

    Author: Abdulmohsin Alghifaili
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • The Art of Story—Michael Morrison
    communication story reflection

    The Art of Story – “An Ancient Tool for Modern Projects”
    In our modern fast paced society, technology has given us so many new ways to share information with tools such as email, smartphone, social media and skype and so many reasons not to take time out to reflect. Too often we communicate electronically, we tabulate, we diarise, we list, we number, we bullet point, however too seldom in the modern world do we engage in face to face informal discussions where we share knowledge, too seldom do we reflect.

    We sit bolt upright in uncomfortable chairs around rectangular tables, in dull grey vinyl boardrooms and we recite line by line information in the form of meeting minutes which have been on the agenda for weeks. Are we engaged? Are we actively listening? Do we remember anything when we walk out of the room? Do we take this explicit invaluable knowledge and use it to add value to our work for decades to come? In my experience, I would say no and that a large percentage of this knowledge and lessons learnt is lost in translation.

    The paper I have written talks about how we can improve the way we practice Project Management through reflection, and how art of storytelling can be used as a tool for modern Projects. In addition, I explore how we can become more powerful leaders by using story as a way to reflect, share knowledge and get our message across, it has been said that if “a picture is worth a thousand words, a story is worth a thousand pictures” (Dan Pink). It is this improved practice of leadership through reflection and storytelling which will improve performance at an individual, project and organisational level.

    Author: Michael Morrison
    Review status: Postgraduate assignment (University of Technology Sydney)

    ...read more
    Whitepapers
  • Organizational resilience—Elmar Kutsch
    resilience

    Organizational resilience—When rules find their limits

    The post-crash 21st century has seen many organizations – not just financial institutions – seeking to enhance their resilience. This is driven by their need to withstand an increasingly uncertain and complex future. The financial industry alone is said to be investing more than $20 billion into ‘ways of working’. The ability to prevent unfolding difficulties from developing into crises is increasingly seen as an organizational necessity, yet it is often unclear exactly what this means or what managers can do in practice.

    The challenge managers face in their pursuit of resilience can be understood in terms of uncertainty and complexity.

    Authors: Dr Elmar Kutsch, Mark Hall, Neil Turner
    Review status: N/A

    ...read more
    Whitepapers
  • Creating a Culture of Engagement and Accountability—Tom Rose

    Creating a Culture of Engagement and Accountability
    Executives and their leadership teams do three big things. They build a strategic vision, they mobilise an organisation to execute that vision, and they guide an organisation through and around implementation challenges that occur in making that vision a reality. In pursuing this threefold agenda, leaders actively cultivate a context that both engages others and promotes their accountability—this includes junior colleagues, peers, and senior colleagues.

    To address today’s pressing challenges most leaders and their executive teams have crafted strategic visions for how to win the hearts and minds of customers and secure profitable growth. While many have confidence in the vision, they have much less in its execution. Many executives worry that their organisations will not successfully execute the plans needed to make the strategic vision a reality. They foresee implementation challenges.

    People will have to do new things or familiar things differently. They will also need to drive results within tight timelines and budgets while negotiating the challenges of working with global and often remote teams.

    Author: Tom Rose
    Review status: N/A

    ...read more
    Whitepapers
  • Why PPM and PMOs fail—KeyedIn Projects

    Why PPM and PMOs fail
    There is a wide gap between what the PMO (Project Management Office) is doing and what the business expects it to be doing. This misalignment has serious consequences for both the PMO and the business.

    If you are concerned about setting up your PMO, then maybe you should be—the failure rate is very high with approximately half of all PMOs closing down within three years or considered implementation failures.

    Fortunately, it’s not all bad news. A select few PMOs are maturing to add great value to their businesses. What do these best in class PMOs do to separate themselves from the rest? With the right knowledge and an effective game plan you can make a huge difference to your PMO strategy—both strategically and tactically through the use of Project Portfolio Management (PPM).

    Author: KeyedIn Projects
    Review Status: N/A

    ...read more
    Whitepapers