جستجوی مقالات مرتبط با کلیدواژه « Project performance » در نشریات گروه « مدیریت »

In today's business, projects are considered as an important part of business operations. Thus, the success of projects has a direct impact on the success of the firm. Researchers and practitioners have been attempting to improve project performance by suggesting and implementing several project management methods and methodologies. The present research is written to answer the question of how to improve Project performance through the consideration of information technology governance and project governance. The research was conducted using a descriptive-survey research method with a sample of 183 employees of Mellat Bank, using a questionnaire, and using structural equation modeling method, using Smart PLS and SPSS software for analyzing data. The research results indicate that both information technology governance and project governance have a positive impact on project performance. These findings provide evidence for project management professionals that information technology governance and project governance are part of an operational strategy to facilitate project success. This research also highlights the importance of strategic alignment between governance and project governance in enhancing project performance.

Improving project performance represents the efficient use of all organizational resources, particularly information resources and knowledge management. This is an opportunity for information sharing to improve the project team's capacity to learn new knowledge about growth and success in the project. To investigate the impact of information governance on project efficiency, this study aims to define and understand social processes' influence as a variable moderator and information sharing and absorption ability as mediating variables on the relationship between knowledge management and project efficiency Saipa Yadak Company. This is applied research whose method of collecting data is descriptive-survey. The study's statistical population consists of Saipa after-sales company business managers and workers. Data were collected using five standard questionnaires, which were randomly distributed amongst the statistical population. To determine the validity of the questionnaires, formal, material, convergent and divergent methods were used, and Cronbach's alpha coefficient and composite reliability were used to determine the reliability. SPSS and PLS software and the structural equation modeling method were used to analyze data. Findings showed that information governance had a positive and significant impact on project performance and knowledge sharing; besides, it confirmed the positive and significant effect of absorptive capacity on project performance and the moderating role of social processes in the relationship between knowledge sharing and absorption ability. In contrast, its moderating position in the relationship was denied. Effective knowledge management allows for the sharing of knowledge between employees at all levels of the organization. This leads to acquiring relevant and up-to-date information from outside the organization, raising the confidence of workers in the organization and colleagues in enforcing knowledge management, raising the organization's social capital, and thus enhancing the efficiency of the organization's projects.

Considering the problem of construction projects performance weaknesses, the aim of this study is to provide a contextual-theoretical model of project performance based on trust in the client and contractor relationship that simultaneously describes the characteristics of trust, the factors affecting it and its outcomes in achieving project performance.

This study was a developmental applied research and has been conducted through a qualitative method. On this basis, using the grounded theory strategy, data from the target community of this research, which included informants of clients and contractors of Tehran urban construction projects, were collected and analyzed.

Based on textual analysis of the interviews, the six derived categories of trust characteristics were: Other party’s ability; Integrity; Benevolence; Having the necessary resources of cooperation; Stability and awareness. Meanwhile, the nine derived categories of factors affecting trust were: Project delivery method quality; Project bid document quality; Project contract quality; Project communication system quality; Other party’s records reliability; Other party’s certificates and credentials reliability; Emotional bond depth with other Party; Close environmental factors performance; and Distant environmental factors performance. Finally, the single derived category of the outcomes of trust in achieving an acceptable performance in a project is the quality of the relationship between a client and a contractor during projectimplementation.

The contextual-theoretical model of this study has been extracted by establishing links between derived categories which can contribute to project management literature via generating an understanding of the trust process in the context of urban construction projects, and how it is influenced and it affects the project performance.

Risk management (RM) should be implemented in construction projects to assure the achievement of project objectives, regardless of project size and dimensions. This study aims to investigate RM in small projects in Iran in terms of status, barriers and impact on project performance. To achieve the objectives, a questionnaire survey was conducted and data was collected from 40 projects submitted by 25 experts from 5 companies. The analysis results indicated a relatively low level of RM implementation in the small construction projects, and “shortage of potential benefits”, “not being economical”, “shortage of time” and “shortage of budget” were prominent barriers. Also, the results reported a positive correlation between RM implementation and improvement in quality, cost and schedule performance of small construction projects. Findings of this study can provide an in-depth understanding of RM in small projects in Iran and make benefits of RM implementation convincing to stakeholders of small projects.

Marketing research companies are classified mainly as project-based companies. According to the variety of activities, processes and projects that are undertaken by these companies, benchmarking is considered as an effective tool. However, benchmarking has various forms. In a common classification, nine forms are introduced depending on the source and content of benchmarking. Thus, this research has been done with the aim of investigating different forms of benchmarking and their impact on the project performance of IRC group. This research was descriptive-survey and the main tool for gathering information through the research was questionnaire. The questionnaire was developed based on seven-point Likert scale and distributed among the project managers and supervisors of IRC group. Totally, information related to the 38 questionnaires that were filled out correctly, entered into the software. Collected data were analyzed using regression method and beta coefficients via SPSS software. The results showed that "process-competitive", "performance-competitive", "process-internal" and "strategy-general” benchmarking patterns are the best suggested options for market research companies and have more strong relationship with the performance improvement of market research projects.

Frequently, strategy implementation problems in projects have stemmed from failure of control systems. For replying this need, the control system named strategic control has been emerged. On the other hand Contingency Theory and Strategic Fit theory suggests aligning project strategic control with Project Management Elements such as Strategy, Culture, and Structure can leads to positive project performance results. The purpose of this model is providing an alignment model of strategic control and project monument elements using Strategic Reference Point Theory. We test our model using data obtained via questionnaire from 32 Petrochemical Process Plant projects. The finding supports that alignment between strategic control and project management leads to positive project performance results.

An integrative approach of Data Envelopment Analysis (DEA) and Malmquist Productivity indicator for performance analysis of projects in Subsea R&D Center (SRDC) is presented. It is noticeable that، an output based model with constant efficiency was used for data analysis. Furthermore، since the DEA approach is merely used for homogeneous units، it was assumed that all the projects according to objectives in the project based organization، i. e. time، cost and acceptable quality were homogenised. However، results of this research are limited to an exact time and are related to special projects for the associated organization. Findings imply feasibility of using this model for measuring productivity improvement of projects in project based organizations. The innovation of this research may consider to integrative of DEA and Malmquist indicatorfor projects analysis and performance sensitivity analysisas well.