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The changing nature of project management

Article Abstract:

Advancement in computer and communication technologies has brought dramatic changes in project management. Such advances serve as basis for fundamental transformations in the performance of work and modern organizational life. A report by 'Project Management Journals' reveals a dramatic rise in the use of computers and project management software among firms. For the past five years, the percentage of project management organizations that are not utilizing any project management software has declined from roughly 33% to less than 10%.

Author: Wells, William G., Jr.
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1998
Electronic computers, Prepackaged software, Computers, Electronic Computer Manufacturing, Editorial, Equipment and supplies, Business management software, Project management systems, Project management software, Information management software, Information systems

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Task and human messages over the project life cycle: matching media to messages

Article Abstract:

Effective communication affects the success of a project. A project life cycle's phases produces different degrees of uncertainty and ambiguity in tasksand behaviors which can be addressed by different mediums of communication. Information processing minimizes uncertainties but face-to-face communications can deal better with high levels of ambiguity. Project managers need to determine the degree of ambiguity of task and behavioral issues to enable them to choose the proper media to clear up the problem.

Author: Stork, Diana, Sapienza, Alice
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1992
Methods, Business communication

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An iterative screening methodology for selecting project alternatives

Article Abstract:

An iterative screening methodology was formulated to address a problem associated with choosing project alternatives. The methodology prevents managers from making a suboptimal selection since it departs from the issue of determining weights and scoring rules. Use of the methodology also increases the possibility of selecting the most effective alternative since it has already removed those that have no chance of being selected.

Author: Raz, Tzvi
Publisher: Project Management Institute
Publication Name: Project Management Journal
Subject: Business, general
ISSN: 8756-9728
Year: 1997
Management-Productivity, Analysis, Management research, Organizational effectiveness

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Subjects list: Research, Project management
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