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on Project, Program and Portfolio Management |
| By: | van Beek, Andries (Tilburg University, School of Economics and Management); Borm, Peter (Tilburg University, School of Economics and Management); Quant, Marieke (Tilburg University, School of Economics and Management) |
| Date: | 2021 |
| URL: | http://d.repec.org/n?u=RePEc:tiu:tiutis:223195b0-d201-458d-8402-718a48c78b4a&r= |
| By: | Alejandro Romero-Torres; Marie-Douce Primeau; Janosch Ortmann; Thibaut Coulon; Julie Deslile; Marie-Pierre Leroux; Xavier Morin |
| Abstract: | In the context of the COVID-19 pandemic, several new work practices have emerged at all levels of organizations. In this rapport, we analyze the evolution of the work environment for project managers who are responsible for coordinating their teams and maintaining constant communication with different stakeholders using new information and communication technologies. More specifically, we have identified the main perceived changes in project management practices during the period of confinement and physical distancing. Through a mixed survey strategy collecting quantitative and qualitative data, we collected 112 stories about perceived changes. Our analysis reveals changes in four project management practices (communication management, change management, schedule management and stakeholders’ engagement) and a single change for project governance practice (decision-making process). These transformations seem to create negative impacts on teams, projects, and organizations. But some participants report benefits related to remote working and use of new technologies. It seems that people are accepting this new way of working. However, it seems that organizational structures and standards must also evolve to adapt themselves to the current context. We conclude the report with a series of recommendations for organizations carrying out projects. Dans le contexte de pandémie de la COVID-19, plusieurs nouvelles pratiques de travail ont émergé à tous les niveaux des organisations. Certains gestionnaires ont dû adapter leurs mécanismes de contrôle tandis que leurs employés ont gagné en autonomie et ont adapté leurs compétences et pratiques de communication et de prise de décisions dans un contexte incertain et changeant. Cette transformation suscite des questionnements. Nous nous intéressons principalement à l’évolution du cadre de travail des gestionnaires de projets qui ont la responsabilité de coordonner les activités de leurs équipes et de maintenir une communication constante avec différentes parties prenantes en utilisant de nouvelles technologies de l’information et de communication. Plus spécifiquement, nous avons identifié les principaux changements perçus dans les pratiques de gestion de projets pendant la période de confinement et de distanciation physique. Par l’entremise d’une stratégie d’enquête mixte recueillant des données quantitatives et qualitatives a été adoptée, nous avons collecté des 112 récits sur les changements perçus. Notre analyse relève des changements dans quatre pratiques en gestion de projets (la gestion de la communication, la gestion du changement, la gestion de l’échéancier et l’engagement des parties prenantes) et dans une pratique en gouvernance de projets (le processus décisionnel). Ces transformations semblent créer des impacts négatifs sur les équipes, les projets et les organisations, mais certains participants rapportent des bénéfices liés au travail à distance et l’utilisation de nouvelles technologies. Il semble que les individus acceptent ce nouveau mode de travail. Cependant, il semble que les structures organisationnelles et les normes doivent également évoluer pour s’adapter au contexte actuel. Nous concluons le rapport avec une série des recommandations pour les organisations réalisant des projets. |
| Keywords: | COVID-19,project management,practices,information technologies, COVID-19,gestion de projets,pratiques,technologies de l’information |
| JEL: | M12 M15 M54 |
| Date: | 2021–08–19 |
| URL: | http://d.repec.org/n?u=RePEc:cir:cirpro:2021rp-17&r= |
| By: | Miine, Licarion |
| Abstract: | Ghana has undertaken many resettlement schemes as a result of development projects; for example Weija, Asuofuah, TemaManhean, Akosombo and Kpong resettlement schemes. The Akosombo resettlement was built in 1962 by the VRA as a result of the Akosombo dam construction which displaced about 80,000 people living along the river. The same VRA had the opportunity to build the Kpong Dam and to resettle the displaced people around the Dam catchment area. These past resettlement experiences of the country were characterized by repeated failures and it is expected that the Bui Dam resettlement will be successful and sustainable. The study therefore seeks to find the role infrastructure provision play in the lives of project affected people to resettlement sustainability |
| Keywords: | Resettlement, sustainability |
| JEL: | O21 O22 O29 R0 |
| Date: | 2021–08–23 |
| URL: | http://d.repec.org/n?u=RePEc:pra:mprapa:108940&r= |
| By: | Nadeem Ul Haque (Pakistan Institute of Development Economics, Islamabad); David Orden (Institute for Society, Culture and Environment, Virginia Polytechnic Institute and State University, USA.) |
| Abstract: | This paper argues that successful public policy requires engaged research developing ideas and evidence from diverse vantage points. Pakistan’s social science research remains fragmented, under-resourced and dependent on external agendas. We describe a five-year pilot programme to enhance Pakistan’s research culture. Seventy-two crowd-sourced and competitively-selected projects at 46 geographically dispersed institutions were supported. Provincial universities were empowered and networking with the better-placed metropolitan institutions proved mutually beneficial to scholarship. Substantial research outputs were completed in important areas of policy. We conclude that such multi-year commitments to review and network engagement are vital to strengthening policy capacity. |
| Keywords: | Pakistan; Research Community; Social Sciences; Networking; Competitive Grants |
| Date: | 2020 |
| URL: | http://d.repec.org/n?u=RePEc:pid:wpaper:2020:25&r= |
| By: | Collins, Amy C. |
| Abstract: | Habitat loss and fragmentation is currently the primary driver of biodiversity decline. Community forest management and wildlife crossing structures are two common conservation strategies applied to mitigate habitat loss and fragmentation. Community forest management is an approach that enables local communities to participate in forest management in order to reduce deforestation, and crossing structures are intended to mitigate the negative impacts of roads in fragmenting the landscape. To implement efficient design, their effectiveness needs to be examined using rigorous and appropriate methods. Herein, I assess the efficacy of each in the context of counterfactual assessments and baseline conditions. Using Pemba Island, Tanzania, as a case study, I monitor Community forest management, and use unprotected areas as the baseline. For wildlife crossing structures I examine structures along California highways, and use adjacent wildland areas absent of roads as the baseline. I employ methods such as remote sensing and hierarchical modeling to decipher forest cover change, wildlife movement, and behavioral responses within a fragmented habitat. I focus on particular anthropogenic stressors that may contribute to the efficacy of Community forest management and wildlife crossing structures, such as human population density, and light and noise pollution. The results offer solutions to the broader conservation community in how to evaluate the conservation tools we are currently utilizing. Furthermore, results guide the decision-making process for wildlife managers, practitioners, and agencies specific to these case studies and future conservation projects. |
| Keywords: | Life Sciences, road ecology, forest management, conservation |
| Date: | 2020–01–01 |
| URL: | http://d.repec.org/n?u=RePEc:cdl:itsdav:qt94t1f52r&r= |