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There are many types of contracts used by NASA for science missions to procure spacecraft, this paper focuses on two main categories: Cost-Plus (CP) contracts and Firm-Fixed Price (FFP) contracts. When CP contracts are used, the government agrees to cover the actual expenses of the project which include the planned original cost and any additional labor or material costs incurred to complete the work. The CP contract mechanism is ideally implemented when government requirements are not well-defined, and the likelihood of a modification to the scope of the project is high. When FFP contracts are used, the government agrees to cover a non-variable cost and will not pay for any additional labor or material costs incurred to complete the work. The FFP contract mechanism is ideally implemented when the government requirements are well-defined, costs can be predicted, and the contractor has experience in manufacturing a product that fulfills the requirements. This paper investigates historical cost growth of spacecraft for a variety of NASA science missions launched over the last 20 years, by comparing historical cost growth of CP and FFP spacecraft from contract start to delivery. Additionally, this paper will also examine the potential causes of cost growth on FFP contracts, including schedule delays, requirement changes, the addition of new scope after the contract was signed, and mistakenly formulating a basis of estimate by assuming high heritage to a previous spacecraft. The results of this study will provide guidelines and lessons learned to help NASA and other government agencies determine when an FFP contract can be used effectively and efficiently.

When reviewing and evaluating the basis of estimate for mission phases, it is important to understand how the labor basis of estimate compares with past NASA science missions. As such, it can be very valuable to understand the labor loading [Full-time Equivalents and Work Year Equivalents (FTE/WYE)] for historical missions and how the final, actual staffing levels compare with the initially planned staffing levels for these missions at certain project milestones. The FTE Tool11Justin F. McNeill, Jr. et al., “FTE Tool, a Practical Tool for Analyzing Staffing Levels and Cost Across Missions,” IEEE Aerospace Conference, Big Sky, Montana, 5 March 2014. is a legacy, Microsoft©Excel application-based plotting capability built upon a detailed repository of mission programmatic data. The tool has been in use as a tool for comparative analysis in staffing profiles since 2009. It provides high-level views of the historical data for twenty-six NASA missions for development Phases C and D as well as the operations Phase E. FTE Tool is available via the One NASA Cost Engineering Database (ONCE). To modernize and enhance this capability, a new web browser-based application, aView, is being developed on an open source software platform: chart.js for its front-end and a SQLite database for its backend. The name aView is short for Aerospace Viewer of NASA Project Staffing Data. As with the FTE Tool, in aView, the user may select from a set of predefined plots that give a wide variety of views into the missions' programmatic data. One can plot FTE/WYE versus dollar cost for multiple missions during specific phases of development or during operations. Other plots provided by the tool include planned versus actual annual FTE/WYE and FTE/WYE and dollar cost per fiscal year. In addition to the plotting capabilities, aView is a repository of fairly detailed mission information and data. Individual fact pages have been compiled for each mission. Each page provides an illustration of the mission's space vehicle and instruments and the associated technical data and programmatic information, i.e., estimated and/or actual program cost, major development milestones including launch date, launch vehicle, mission trajectory, links to mission website. All of the fact pages are crafted based on information drawn from the NASA Cost Analysis Data Requirement (CADRe) documents and from the project's monthly management/status reviews (MMR/MSR). This paper will discuss the general capabilities and construction of aView. In addition, the paper will explore some use cases (scenarios of application) to illustrate how this application may answer specific programmatic questions. The presentation may include a brief video or live demonstration.

Globally, there have been growing needs to form a project team structure with the members consisted of diverse talents in order for an enterprise to prompt creative and innovative views on business values created from projects. With this type of multi-cultural team, there are higher risk of conflicts occurred among the team members due to difference in perceptions on a type of team culture that the team operate in. In realizing a high performing multi-cultural team, a project manager must identify each member's cultural orientation ensuring to make a use of merits of multi-cultural team. Having taken this issue, this paper presents a team building framework using scientific approach. Firstly, a diverse team members most of times hidden expectations are quantitatively assessed by a proposed scientific methodology. Secondly, a visualization of the member's expectations is used to serve a tool for a project manager to facilitate the conflict dissolution in achieving an effective team building. The framework should provide insights and a practical tool to project leaders as well as the stakeholders who are and will be facing the challenges in building an effective multi-cultural team

Every year billions of dollars are spent on social development. The heterogeneity of the players and the amounts involved generate a debate about the efficacy of the aid industry considering: first that too much money go to international development; second that very few positive effects are achieved; and finally that the amounts of aid matter less than how it is given. Clearly, there is a need to find better ways for planning, financing, governing and executing humanitarian projects taking into account their various impacts and the interests of the multiple stakeholders involved. This paper focuses on the importance of the project initiating phase. The first project phase in the corporate sector is the translation of an idea into a business case. This idea will turn ultimately into the project charter. Humanitarian projects, however, are based on needs assessment developed with the future beneficiaries, ending up with the logical framework development. Strong project justification helps demonstrate why a project makes solid sense to the organization, the donor, and the beneficiary communities. The main goal of this paper is to discuss the importance of a correct problem framing by a thoughtful conception of project purpose, the benefits to be delivered, the future state resulting from the transformation as a way of reducing uncertainties along the project. If value

Information technology project failure is the problem which quite hard to avoid. The main problems of IT project failure are scope, time, and cost. These three contains is affecting to each other. Time and cost are the impact of the changing in scope. About 50% – 80% of IT Projects are defined as failure project which is mostly caused by over time and over cost. In client side, the problems come from unrealistic expectations also misunderstanding in collecting requirements in order to develop a system. These problems are leading into many changes in system development and changes will leads into poor scope management. In this research, we will analyze the influence of poor scope management affecting the successful of IT Project. In this research, began by analyze the correlation between Unrealistic Expectation and Changes in Project. The second steps is to analyze the correlation between Changes in Project and Overtime and Overcost. The Third steps it to analyze the Failure Project which defined by acceptance status of client and its correlation with Overcost and Overtime. Statistic method used in this research is Chi-Square. The result shows a tight bond between Unrealistic Expectation to Project Failure.

This study takes the local network design project of C Telecommunication operator in Yunnan (China) in 2014 as an example, uses a combination of schedule management principle and related methods to analysis how to ensure the quality and control the cost at the same time. In order to win customers in the fierce competition of telecommunication design market, some activities must be carried out, like project decomposition, job ranking, duration estimation, scheduling and others. And some measures helps to optimize the schedule management of the design project are also very important, like baseline setting, regular meeting and process tracking.

In past days, during the development of the project, users have sometimes been confused by how project automatically performs scheduling calculations. Failure of proper planning can cause delays in project delivery, which are not acceptable and results in business critical failures. Software development organizations often resist delivering projects within budget, on time and with the required quality but sometimes they refuse to deliver the project on time and desire quality. One major cause of this problem is poor software project planning and, in particular, insufficient project scheduling and ineffective team staffing. As this problem is becoming harder with the increasing numbers of employees and workload, only a few tools are available as cure but the performance is still not satisfying. To develop a flexible and effective scheduling for software project planning, in this paper, authors had done the survey to show that planning on the tool (MS-Project) can affect the overall software development environment and reduce the entire operation delay cost and outcomes yielded are elaborated.

In the paper, the impacts on project information space on analytical data basis are analyzed and distinguished. There are scientifically justified the interactions of factors' groups, which cause impacts on the project team and the success of the project. Here is presented estimation method of joint action of impacts' groups on the reaction in project management systems; desirable combinations of impacts that provide efficiency of project management and its life cycle are identified.

Achieving economic objectives is a primary evaluation criterion in assessing the success of a construction project. In this regard, cost management is a key task towards helping construction managers to prevent cost overruns and to apply the proper corrective actions to problems along the project life cycle. To do this, analytical tools allow users to carry out a historical costs analysis which may be of special interest for current projects. To help in this task, in this paper, we present an intelligent system that allows to structure in an integrated way the information extracted from one of the most important documents in the construction project management domain, the Bill of Quantities document (BoQ). In this way, users have structured data readily for cost analysis in a transparent way.

The report focuses on the problem of assessing the need of implementation of information systems in the modern company. As an example the results of analysis of the management system in company “RAND” (St. Petersburg) is given, and “bottlenecks” where automation is necessary in this company are revealed. The project of information systems implementation in the company was designed. The methodology SAT GEM, system approach, methods of the complex examinations are used. In the second part of the work the two groups of methods used in team management practice are explained: methods and models based on the structural (target-oriented) approach; and methods based on personal (psychosocial) approach. Recommendations of using these groups of methods in managing project teams are given.

Every project or event involves series of tasks, activities, people, budget and deadlines. No matter how big or small the project is, the success or failure of the project depends on the execution plan and the order in which the tasks are fulfilled. It takes a great deal of skill to do this well, the time invested in building good project management techniques can pay off enormously and helps to achieve projects on time within the resource constraints. When one knows how to organize, schedule and delegate tasks it is an easy step for them to obtain the success of the project. This is where Eisenhower decision matrix comes in to the picture. Currently, there is no system or tool to organize the project related tasks and segregate it on priority. Task Matrix” helps teams to define the tasks using “Eisenhower matrix” and share it across easily. This proposed solution helps project management team and fellow team members to organize task effectively.

A common problem, throughout various industries, is expansion of projects beyond their originally allocated resources (time and money). A recent report of American Society for Quality shows, that less than 35% of projects could be considered successful, i.e. they both met the project objectives and were completed for the time and cost they were agreed to. Traditional project management practices include project planning & control from a pure deterministic standpoint. A typical project schedule is based on a series of deterministic assumptions regarding the duration of each one of the activities that together, make up the project as a whole. The same is true about a budget, as the sum of deterministic estimates of each cost component. The proposed model for project performance control from schedule and budget points of view creates a planning & control framework, deployed in parallel to (but not instead of) the traditional methods. The model is based on the procedure of Probability Encoding developed by Lockheed-Georgia Company [1] (in the framework of NASA projects - end of 1980's). The utilization of this model is based on an iterative process that occurs at pre-defined Control-Points or Gates along the project timeline. Each iteration includes a process of collecting duration and cost estimates, given by a multi-disciplinary team of experts. Those estimates are encoded into corresponding distribution functions, and the model is developed to reflect the inter-relations and dependencies between project activity packages. Using a Monte-Carlo simulation, two distributions for the total cost and for the potential finish dates are characterized. These distributions reflect a whole range of potential project outcomes (in terms of schedule and cost), i.e. the uncertainty associated with the cost estimate as well as with the expected finish date.

Generally project performance is assessed based on the contracted scope and objectives. But for an innovative IT project, it is tough to estimate the exact project performance. Though prior research has studied IT project failures/success, there are relatively few studies that have examined the evolution of project scope during its implementation, which is salient in the case of innovative information systems projects. The current research argues that changes to the project scope occur all through the implementation lifecycle and the project definition is shaped by multiple factors - exogenous and endogenous to the project. Through a detailed analysis of over 350 IT project change requests issued in the context of two technological programs implemented by Canadian financial institutions, we trace the project shaping process and assess the impact of the triggering factors on the initial project definition. The study has important implications for revisiting the criteria for assessing project success/failure.

This paper presents a framework and empirical analyses for the survey data from 1,678 managers and professionals working in a collaborative environment for Japanese software houses to understand relationships among factors of factor groups; the project manager, project team members, and the organization, which may lead to project success/failures. The results of the research model using SEM show that all three models are positively, closely related to each other. Among those three models, a relationship between factors related to the project manager and factors related to the organization is very strong and positive, while a relationship between factors related to project team members and factors related to the organization is weak.

Authors proposed a modifying algorithm for distributing team load for IT-project. It provides a full workload and takes into account the individual availability of each team member. The customer influence on the works priority of the project is analyzed as well.

Given established project applicants' conditions and established project requirements of development agencies, whether a development project will be approved depends on the approvers. And whether approvers approve the project in accordance with the established criteria is subject to: (1) whether the applicants pay kickbacks, (2) the development agencies' management systems, including the reward and punishment system, and (3) the degree of importance of the development project.

Joint-venture alliance project partners have different and sometimes conflicting goals and incentives, and project members often have short project stays and weak allegiance to overall project goals. Given this, the sources of alignment required for the diffusion of selected and mandated ICT on projects appears to be limited. We ask, how are individual, organizational and project incentives aligned so that ICT is diffused in projects to achieve coordination and success? The results from this exploratory study conclude that alignment occurs from the external and pre-negotiated influences of goal, work output, work value, technological expectations, and professional peers which aids in the diffusion of technology in project settings. The study findings contribute to various theories of diffusion and the implications for managers is to understand and employ these pre-negotiated influencers to shape ICT diffusion and acceptance in projects.

Although the ability to make right decisions is considered a main indicator of organizational project management professionalism, many project, program, and portfolio managers are unwilling to try to improve the quality of their decisions. This ongoing research aims to develop a substantive theory about the decision-making processes considering four elements: cognitive biases, tools and techniques, emotions and organizational factors in the context of software development project-based organizations considering the three levels of project governance: project, program, and portfolio. This paper presents the first results of the research and proposes to shed light on the susceptibility of IT project managers to cognitive biases and how they deal with them, including techniques and tools they use to minimize their negative effects. This study evaluates eight cognitive biases: anchoring bias, exposure effect, hindsight bias, halo effect, planning fallacy, sunk-cost fallacy, availability-related bias, and Parkinson's law effect. The qualitative approach was based on semi-structured interviews with project managers from IT organizations from Brazil and Portugal. Agile practices and knowledge management activities were cited as good practices.

Project cost database from the project cost information collection, integration, analysis. It is a necessary condition for the cost of information technology, It is the only way to develop cost industry under market economy. This paper through describes the construct content, construction method and coding method of Project cost database, and the use of database in the actual project. Provide a reference for the establishment of a database. The use value of project cost database is immeasurable. But it is also difficulties to build the database, this requires government, business, the cost of employees to work together to achieve.

Risk Construction project is a process of high risk, and each project has risk which will lead to economical loss, even failure. Thus, the risk management is crucial in project management, and it is integral part of project management. In this paper, AHP model is used to construct risk model to find knowledge relating to risks. A case of Hangqian freeway project is study to show the application the model.

Many factors affect the cost of construction project. The construction project cost risk issues is caused by uncertainties and mismanagement. By establishing early warning system of construction project cost risk, we set up The experimental simulation model in order to estimate the risk level accurately and take measures in time to control the cost risk, and ensure the smooth implementation and completion of the construction project.

This paper proposes to establish a framework for use in the earliest stages of a software project for comparing the various types of software development, thus allowing this information to be part of the project selection process. The possible types of software development projects are classified into three categories: new development, reuse-based without modification, and reuse-based with modification. We propose to utilize a decision tree framework that includes quantitative risk management related to project cost and possible project success. The quantitative risk analysis consists of cost estimation, possibility (success rate), Net Present Value (NPV), and Expected Monetary Value (EMV). Probabilistic schedule estimation based on the International Function Point User Group (IFPUG) function point analysis and the International Software Benchmarking Standards Group (ISBSG) regression equations (on which we previously conducted research) is also fundamental to the project cost estimation of each decision node. The use of the proposed framework provides more accurate and objective comparisons among the types of software development in the early stages of the software project life cycle.

The success of Information Systems (IS) projects is of great relevance in IS research and practice. However, scholars barely agree on a single definition and measure of success. In order to gain further insights on IS project success, we investigate how IS project success is defined in practice. We use multivariate data analysis techniques in order to arrive at characterization of IS project success from user's perspective in Indian context. The results based on 183 survey responses indicate a four dimensional representation of IS project success construct viz. Relationship management, project management, scope a schedule, and budget. The results have important theoretical and practical implications for designing project management strategies so that the project is able to achieve the desired outcome.

Measurement of information system (IS) project success remains an unsolved challenge. Instead of seeking a commonly accepted measurement framework, some scholars suggest a contingency approach. The idea is that no set of success dimensions fits best in all situations, instead, dimensions' relevance depends on given context. We continue existing research by investigating how the relevance of success dimensions varies depending on specific project characteristics: technological uncertainty, complexity, and pace (based on the UCP model). We conduct a quantitative survey among experienced project managers to test a comprehensive set of hypotheses. Results from 102 projects indicate that, among others, technological uncertainty increases the importance of most long-term dimensions like learning effects but reduces the importance of staying within budget. For researchers, we expect the more adequate success assessment to increase the validity of IS project success studies. We help IS practitioners to identify relevant project success dimensions in their projects.

When investigating the validity of the basis of estimate for mission phases, it is important to understand how the labor basis of estimate compares with historical missions. As such, it can be very valuable to understand the historical Full Time Equivalent (FTE) labor loading for different historical missions and how the final, actual staffing levels in FTE compared with the initially planned FTEs for these missions at certain project milestones.

The current construction project contract model text can no longer adapt to the changes of Chinese engineering market circumstances, so the Ministry of Housing and Urban-Rural Development (MOHURD) decided to revise the existing contract. The authors' research team undertook the preparation of new version contract conditions. This paper analyzes the existing defects in the current construction project contract model, points out that revision is necessary. This paper puts forward four basic principles of the revision work, including (i) reflecting the latest achievements of legislation in the construction field; (ii) drawing on international contract standards; (iii) being coordinated with project management cost reform, and; (iv) protecting the sub-contractors and labors' rights. In the last part of the article, the author analyzed the possible problems in the implementation process of the new contract.

The paper gives the port project management maturity model based on the ability of project construction preparation, schedule control, quality control, investment control, completion approval, comprehensive management process. The data is obtained through questionnaires. The evaluate index system and key practice in each level are described in this paper, and AHP decision analysis method is applied to determine the weight of each index factor in maturity. The practical application to enterprise shows that it could provide a valuable method for Chinese enterprises to implement project management.

After a research on railway project cases, we find that in some China companies, project cost control is such weak, even though the railway project has a huge number of investments with a short construction period. So to solve this problem, this paper constructs WBS standard templates and dictionaries of Four-Electrical (Communication, Electricity, Electrification, Signal) railway projects, based on the methods of project cost management and Work Breakdown Structure (WBS) technique, and utilizes project software to establish four-electrical standard resource databases for estimating the subsequent cost; and then, combines the particular construction plans with standardization templates to describe the basic standard curve of project cost. At last, we make a conclusion that standard templates and resource database are not only good for project managers to achieve a more accurate cost estimate, but also more effectively avoid the risk of bid and provide more completed basic data for cost control in the latter of construction project management, by contrasting and analyzing the data results.

Today, the majority of solution development is completed under a fixed-price contract. Due to the inherent uncertainty of executing a project with many unpredictable factors, the solution developer bears significant risk in terms of cost, delivery time and quality. Compared to a variable-price (time-and-materials) contract, a fixed-price contract shifts most of the development risk from clients to developers. Therefore, it is important for developers to understand the level of risk inherent in a project and take the proper steps to mitigate risks. From the analysis of custom application development projects using service-oriented architecture methods, we observe that extension of the project duration utilizing a smaller development team can help to reduce the project effort (working hours) and therefore reduce the development cost. We characterize the relationship between deterioration in team performance and the increase in project team size through multivariate regression. We also provide a method to adjust the results of standard project estimation methods to take into account client-side risks. We then propose simple client and developer utility functions to quantify these trade-offs. This serves as an initial framework to identify choices that can be made during the bidding process to reduce development risks.

For small firms with limited human resources and financial capacities, the correct addressing of project costs may be critical to get commitments without risk of costs overflow. In the project evaluation phase, a tool able to estimate project risks and related extra cost may make the difference in term of profitability for the commitment acquired. Among engineering activities, environmental sustainability and safety may cover high level of importance, due to the possible prediction uncertainties. The present work aims to propose an analytical tool for risk estimation during job acquisition. After a decomposition of project evaluation, we give three possible dimensions of risk impact on project execution and its boundary conditions. The developed research methodology resulted in a system with a systematic, documented and periodic capacity estimation, making easier to control possible events which might affect project targets.

Project cost of the whole process of control is to manage the various stages of the project cost within the limits of the established investment that at any time to correct the deviation in the implementation process to ensure that the goals of the project investment, project rational use of resources, to obtain the best investment and social benefit. Project cost control is a core part of project management throughout the entire process of the construction projects that is reflected during the pre-feasibility study on the construction, investment decisions, design and construction to the completion of all construction costs, control, supervise and manage projects on a good complete. This paper will conduct a study.

The information technology industry faces a growing problem of project failures with losses estimated at billions of dollars. The purpose of the study was to determine whether sponsors' and managers' perceptions differ during the initiation phase of a project life cycle, and whether differences have an impact on project performance. Respondents were dyads of sponsors and managers who were members of the Washington, D.C. chapter of the Project Management Institute. Results indicated no significant differences in perceptions of project performance as long as managers and sponsors shared a common definition of project success, and these interacting sponsors and project managers tended to perceive project performance similarly. Future researchers should consider using qualitative analysis to investigate sponsors' and managers' perceptions of the planning and executing phases to determine whether perceptual differences are magnified or minimized in these phases, as planning and execution are more complicated than project initiation.

Project success is defined as the overall achievement of project goals and expectations. However, the way project success was measured changed over the life of the project, with time and cost typically being the most important priorities during the project definition to execution phases. This study examines the key factors that influencing the successful completion of construction project from client and contractors' perspectives. The findings from the questionnaire survey of 141 respondents have identified fifteen 15 major influence factors and this has further confirmed by the subject matter experts through interview sessions. Factor analysis is performed on data collected from Public Work Department (PWD) and contractor in separate cases in order to study the differences of major influence factors from both parties' perspectives. A Principal Component analysis with varimax orthogonal rotation method revealed the following results: 6 latent factors from PWD perspective and 5 latent factors from contractor perspective which representing underlying structure for the success of project completion. Finally, the paper discusses and compares the underlying reasons of the key factors from the client and contractor point of view. This paper will highlight the key factors that project team must pay closer attention to in order that their projects can be completed within budget and schedule, to acceptable level of quality, and to owners' satisfaction.

Software project success or failure depends on the ineffective software project management. Success or failure of any project can be attributed incorrect handling of one or more project variables: people, proper technology, proper project scheduling and selection. Among these attributes proper project selection is one of the most vital part of software project management. There exist many uncertainties in project management and current software engineering techniques are unable to eliminate them. So there is huge scope for developing. The current researchers have developed a unique model which is capable to take decision on the field of software project selection. This model has two embedded sub models namely fuzzy AHP(Analytic Hierarchy Process) and strategic game model. Here in the first case experts opinions are considered under fuzzy environment and in the second case, different decisions makers act as players in the game module. Different criteria are taken into consideration for choosing optimal strategy of the players. An elaborated case study is also analyzed for testing the output of the system.

Project schedule control is one of the important control goals in project management. It is an important measure to ensure that the project is completed safely, reasonable arrangements for the resources supply and saving cost. Any of the projects must be by means of scientific planning and control methods in order to achieve the desired goals. Deviation analysis is an ongoing work in the progress of project, how to determine the deviation of project timely and accurately, the method that used is crucial. This paper chose a highway construction project as research object, using the Inspection Acts include Gantt chart, S-shaped curve and Banana-shaped curve of schedule, and made the comparative analysis for project to identify deviations and take measures to adjust in order to ensure the project is completed on schedule.

According to the business process and the characteristics of the project contract approval, this paper proposes an effective contract approval process model. the model can achieve the automation design for the approval process. then based on the Workflow technology, we define some process rules for the project contract. According to the process rules, we design an algorithm for the approval process. then by realizing the flexible dynamic definition of the contract approval process, a method is proposed to solve the automatic transfer in current project contract approval process.

The contract explanation is an important part of the performance of contract, and ensures the contract to be smoothly2 implemented. But the author discovers that the main problems in the contract explanation are the defects of the contract text, indifference the contract explanation, explanation program disorder and the communication obstacle in the explanation program, through combing the literature of contract explanation, questionnaire surveys and the field researches. So this paper briefly states the notion and improtance of the contract explanation, discusses the main problems in the contract explanation by combining cases,and put forward some suggestions to improve the contract explanation work.

On the basis of equal cooperation between project-based organizations, the project-based supply chain cross-organizational dynamic reputation incentives model was established in consideration with the implicit reputation factors to the contractor's incentive influence, and the impaction between control objective effect level, bargaining power and project value-adding was detailed analyzed, especially the effective equilibrium condition for reputation incentive effects. The results reflects that, whether the linear relationship between duration and quality exists or not, the project management enterprise resorting to adjust project object objective incentive intensity and implementing reputation incentive strategy could not only achieve project value-adding maximization, but also realize net earnings Pareto improvement between project management enterprise and contractor.

FiReControl was a large-scale system-of-systems that commenced in 2004 and was expected to be complete by October 2009. In 2007, the Department for Communities and Local Government (the Department) contracted a prime Supplier to design, develop and install the complex computer system underpinning the project. However, the project was subject to a number of problems and delays and costs escalated over its lifetime. In December 2010 the Department cancelled the project after concluding that it could not be delivered to an acceptable timeframe and quality. At the point cancellation, the Department estimated it had spent £245 million on the project and calculated that completion would take the total cost of the project to £860 million, more than five times the original estimate of £120 million.

Most organizations are complex environments, where multiple projects interact with each other in many different ways. Projects can collaborate either serially or in parallel, yet at other times they compete with each other to test different approaches for the same goal. In such organizations, it is not uncommon for the wrong project to be funded or a right project to be under funded apparently for all the right reasons. In turn these project failures can cause big problems to their dependent projects, even having catastrophic impacts to the whole organization.

In the course of multi-project management of construction industry, there is a contradiction between project managers requiring the maximization of project benefits and minimizing resources can't meet the needs of all the project managers. That would cause the problem of resource conflicts. The paper takes the resource conflicts as research objects in the multi-project management. The research was done from the perspective of project managers, and sets dynamic hawk and dove game model by the game of project managers, then it analyses the problem of resource conflicts which exist in the multi-project management, and finally this paper proposes the countermeasures and suggestions on preventing the problem of resource conflicts.

Contract management is the core work of project management, the effectiveness of management directly reflects the integral effect of project management. Considering the dynamic characteristic of contract management, the paper introduces dynamic fuzzy sets theory into this paper, and establishes a dynamic fuzzy comprehensive evaluation model of projects department contract management. A case study is presented to validate the model. This model can not only reflect the fuzzy degree of the index, but also reflect the changing trends of the contract management performance through dynamic comparison in different management stages. With the model, we can clear the contract management performance level, discovery existing problems more scientifically, and provide corresponding suggestions for the next stage of the contract management.

Cost control is an important mean to reduce expense and to win the profit in a construction project. Oriented towards the PK Highway construction project, this paper lays out the construction cost plan for the third section of the highway by using project cost management methods. In addition, EVM (earned value management) is used to control the cost during the project construction, so as to ensure all the expenses are under control, and to enhance the competitive advantage of the company.

In order to avoid the risk of weapons project, weapons project risk assessment model and neural network model are proposed to solve the weapons game management project risk control issues. Through the risk assessment index system weapons project and complete information dynamic game rules, weapons, project risk management model can handle complex multi-weapons project risk attributes dynamically change. To explain the implementation of this model, a typical example of risk control weapon system to be used. Example analysis shows that: in the arms control issues in project risk, project risk can be the use of weapons assessment of neural network model can be the beginning of the project to determine the project's risk level and the core risk, project risk can be the use of weapons in the game management model for project implementation can be process of continuous monitoring and processing risks. Neural network-based project risk assessment model and game theory-based model of project risk management using a combination of weapons project can effectively address the complex multi-attribute dynamic risk control problems in order to solve a class of high-investment, high-interest, long-period large-scale project risk control issues.

The goal of this article is to identify criteria used in industrial practice to select members of a software project team, and to look for relationships between these criteria and project success. Initially, using semi-structured interviews for data collection and qualitative methods for data analysis and synthesis, a set of team building criteria was identified from project managers in industry. Then, using this set of criteria and a method to evaluate software project success, a survey questionnaire was created to investigate the relationship between the consistent use or application of the criteria and project success. A cross-sectional survey collected data from 48 projects in 24 software companies and the data was analyzed for internal reliability using statistical methods. The findings show that the consistent use of the set of criteria correlated significantly with project success, and the criteria related to human factors present the strongest correlations.

New standards for project audit are reviewed, the impact to existing standards in project and program management is analyzed, appropriate methods and tools to develop project audit and project management are discussed.

In POO (Project-Oriented Organizations), the efforts from enterprise such as attention and support on the project as well as coordinative efforts between enterprise and project team are greatly influence the outcome of the project team. However, in traditional principal-agency theory, only the efforts from project team members were considered, while the efforts from enterprise were neglected. Therefore, this paper brings forward the principal and agency model between enterprise and project team under POO situation, considering the efforts from enterprise as well as coordinative efforts between enterprise and project team. It also analyzes the interactions of behavior strategy choices between enterprise and project team besides their effort and coordination behavior under different revenues. The results showed that: 1) the project team will always choose high effort when the amount of punishment is high enough; 2) the relevance between the efforts of enterprise and project team is not always positive; 3) the relevance between expected revenue of enterprise and project team and profit share is not always positive. According to theoretical results this paper has provided strategies and suggestions on how to enhance the cooperation between project teams and consequently raised the team performance. Finally, a case study is used to test previous theoretical results.

The three objectives of a project are quality, cost and schedule, and the traditional EV theory is on the integrated control of schedule and cost. In this paper, the quality is considered, so that the three objectives can be controlled at the same time. This paper establishes a tri-relationship among them using an econometric mode, analyzes the state of a project at a certain time, determines the cost overruns or savings, the schedule delay or ahead of, uses the relationship between time and cost and takes effective corrective measures to achieve dynamic and optimal management.

Project similarity analysis is an important link of fund project review, it can not only to declare project review rechecking, still help project applicants promptly have the research content relevant progress and avoid duplication. This paper mainly studies the project similarity model in fund project review. With the actual experience of fund project management, based on the author's knowledge set theory, paper analyzes deeply knowledge set representation of project knowledge, improves the similarity calculation of project knowledge, builds the project similarity level model, and gives the actual example.

This paper reports the results of a case study conducted in July 2010 of one industrial software development project to determine how the project's lack of any explicit requirements gathering process affected the project's development and the product that it produced. The study reveals that the lack of any requirements gathering process apparently led to missing functions in the product, reduced productivity among the project's members, and poor cost estimation. This lack converted a potentially profitable project into a liability. In the end, the project members completed the product, but much time was wasted. A requirements specification could have saved this time. Conducting the case study appears to have resulted in an increased awareness among the study's subjects, i.e., the project's manager and members, that a requirements engineering process was needed. This awareness apparently led to a Hawthorne effect, in which the project manager and members improved their requirements process. The next project conducted by the project manager was begun with an explicit requirements gathering process. This improved process continued through at least the end of July 2011, 12 months after completion of the study.