Hurricane Katrina and Al Gore’s movie and book put global climate change on the agenda of leaders of business, government, and management professors and students, and the reference librarians who guide them. The part of our collection of research papers on Sustainability and the Natural Environment, begins with a research paper on Sustainable Organizations for the 21st Century. It is followed by a research paper explaining why firms comply or do not comply with environmental regulations. An applied focus is provided by a research paper on Environmental Strategy, Leadership, and Change Management in Business. The section concludes with a research paper on how many firms collaboratively incorporate environmentalist concerns in supply chain management.
The second topical area to be addressed by this list of management research paper topics concerns contemporary issues of business, society, and government. The 21st century finds businesses nested in over multiple jurisdictions, where cultures and values are changing and that are increasingly beset by crises such as disasters of the natural environment. Global business citizenship is discussed as not only a socially responsible and ethical way for firms to proceed but as a sensible and effective way of fitting with the requirements of our time. New forms of labor relations are evolving given the robust positioning of competition, both domestic and international, of nonunion and low-wage enterprises. One research paper looks at directions in labor relations with a focus on what they might be in 2025. Excessive work and its business consequences is an issue addressed by a research paper linked in this list. The factors associated with the success of women managers in business are analyzed. Doing well by doing good is a current business buzz phrase. That is, making money by working with people in poorer nations who benefit by the partnership. This was chiefly sparked by Prahalad’s The Fortune at the Bottom of the Pyramid (2006). The multifaceted dimensions of this movement are addressed in a research paper in this section. Another paper discusses organizational crisis management in the post-9/11 business epoch. The proactive management of an organization’s environment including activist groups and other stakeholders is considered at length.
Assessments can be in the form of subjective or objective assessments, group and one-on-one interviews, online surveys and through data gathered from internal resources such as human resources and individual business units. A combination of methods provides organizations with sufficient data to make strategic decisions around the project management function. It is recommended that you begin with a pilot group for the assessment to test the method being utilized and the usefulness of the data being returned. The ideal pilot group will be comprised of a number of individuals from across the project management function – from junior to more senior skilled individuals – with a variety of skills and competencies.
Consider what project management roles exist within your organization. Are the roles formal or informal? If no roles exist, what is needed, e.g., Project Lead, Project Manager, Project Scheduler, Team Lead. Is certification required? Make your decision on roles needed based on a number of factors, including: types of projects, strategic goals, current project management functions within the organization, skills and expertise needed on projects, competition’s organizational structure, and the long-term strategic goals of the organization.
Although this paper focuses on the individual, it is important to note that a full assessment would include project teams and the organization as a whole. When assessing project teams – look at the ability of the team to work effectively, the mix of skills on the team, the leadership of the team, and the team’s ability to achieve the desired results. (Frame, 1999, pp. 158-171) When assessing the organization, assess the support that the project management function receives – processes and procedures in place, access to necessary information, opportunities for training, clearly defined vision, open culture and institutionalization of project management throughout the organization. (Frame, 1999, pp. 182-183)
The recommended project ranking metric described in our paper on , project benefit divided by project cost (bang for the buck), is an example of a productivity index. In contrast, note that in the above two examples the cost in the denominator is subtracted within the numerator (since is project value minus project costs). Thus, these PI's do not exactly express benefit-per-unit-of-cost (the ratio typically recommended for ranking projects). However, such a PI effectively expresses a ratio of benefit-to-cost and then subtracts one unit from it, which results in the same priority rankings.
Thomas, G; Fernandez, W. 2007. ‘The elusive target of IT project success’. International Research Workshop on IT Project Management (IRWITPM), Association of Information Systems, Special Interest Group for Information Technology Project Management, Montreal, December 9–12.
Silvius, A J G; Brink, J. van der; Köhler, A. 2010. ‘The concept of sustainability and its application to project management’. Paper presented at IPMA Expert Seminar Survival and Sustainability as Challenges for Projects, Zurich.
Term Paper: Using Agile Project Management to Implement a Complex Marketing Campaign SystemDue Week 10This assignment consists of two (2) sections: a written project plan, and a project plan that is created through the use of MS Project. You must submit the two (2) sections as separate files for the completion of this assignment. Labe
Silvius, A J G; Brink, J. van der; Köhler, A. 2009. ‘Views on sustainable project management’. In Human Side of Projects in Modern Business, edited by Kähköhnen, Kalle; Kazi, Abdul Samad; Rekola, Mirkka. Helsinki, Finland: IPMA Scientific Research Paper Series.
Silvius, A J G; Batenburg, R. 2009. ‘Future development of project management competences’. Paper presented at the 42nd Hawaii International Conference on Systems Science (HICSS), Waikoloa HI, January 2009.
m. Identify the key differences and speculate on the consequences if managing / governing the same project with a traditional waterfall project management approach instead of using Agile strategies.
It is clear that there is still a lot of work to be done on the implications of Sustainable Project Management and that there is a growing need for expertise, criteria and concepts to practically implement the concept in the management of projects. The consequences are not at all clear yet and may even be underestimated. The definition we developed, however, provides a foundation for further development and operationalisation.
A unique, temporary endeavor undertaken by an organization to produce some desired (e.g., a project to enhance a product or service). Most projects have a life cycle consisting of several phases, for example, concept, development, implementation and termination. Thinking in terms of discrete project phases tends to facilitate identification of appropriate activities and necessary skills and tools to accomplish each phase.