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Carefully considering the Capability Maturity Model Integration (CMMI) Level 2 specific practice to "define project life cycle phases" (SP 1.3) is a key requirement, particularly when it comes to small and medium-sized software development organizations. This is a necessary step to help these organizations get nearer to achieving CMMI Level 2 certification. In this paper, we, therefore, report on our latest empirical study that recently explored both the perceptions and experiences of practitioners about SP 1.3 implementation. During our research, we visited three firms and carried out three in-depth interviews. We developed a SP 1.3 model using the different experiences and opinions of practitioners regarding SP 1.3 implementation. The four essential stages of this model are plan, design, review, and update/rework. Practitioners will receive advice in this model about implementing SP 1.3 effectively. [ABSTRACT FROM AUTHOR]

The necessity of digitalization of project management processes is shown, in particular, for the creation and use of the information standard of project management (ISPM). A model of using the information standard of project management to determine the planned parameters of projects has been developed. The principles and tasks of digitalization are formulated, the solution of which will allow to create such a standard. The analysis of existing theoretical and practical developments in this field is carried out. It is shown that the issue of creating an information standard of project management is still open. It is established that traditional software or databases are not suitable to meet the formulated requirements. This is due to the fact that they do not provide the necessary level of system and documentary support in the process of forming the information standard of project management. Therefore, it is proposed to use the information management system of enterprises and projects PrimaDoc to create such a standard. The concept of construction and use of the information standard of project management on the basis of the information management system PrimaDoc is offered. The structure of information technology for the formation of ISPM project-oriented company has been developed. The approach and tools for adjusting the environment of the PrimaDoc information management system to the technology of forming the ISPM of a project-oriented company are proposed. Experimental research has been conducted, which showed a 65 % reduction in labor costs in the formation of ISPM. Practical approbation of ISPM information technology formation of project-oriented company on the basis of PrimaDoc system is executed. PJSC Tutkovsky (Ukraine) created an information standard of project management, which included more than 10,000 documents. The results of experiments and practical testing indicate the effectiveness of the developed concept and information technology of formation and use of information standard of project management. [ABSTRACT FROM AUTHOR]

Libraries of all sizes are daunted by taking on a major collection review project, especially conducting the process in an efficient manner. This case study discusses a medium-sized government library's successful data-driven weeding project. It explains how we planned the project, established goals, and created and executed workflows, all while considering the unique characteristics of our collection. Our project used two innovative and interconnected components: (1) a process using various criteria to systematically remove from consideration the titles we needed to keep, and (2) a data-driven process using different inputs and automation strategies that ensured we made high-quality decisions efficiently. [ABSTRACT FROM AUTHOR]

The critical path method is one of the oldest and most important techniques used for planning and scheduling projects. The main objective of project management science is to determine the critical path through a network representation of projects. The critical path through a network can be determined by many algorithms and is useful for managing, monitoring, and controlling the time and cost of an entire project. The essential problem in this case is that activity durations are uncertain; time presents considerable uncertainty because the time of an activity is not always easily or accurately estimated. This issue increases the need to use neutrosophic theory to solve the critical path problem. Real-world problems are characterized by a lack of precision, consistency, and completeness. The concept of neutrosophic sets has been introduced as a generalization of fuzzy, intuitionistic fuzzy, and crisp sets to overcome the ambiguity surrounding real-world problems. Truth-, falsity-, and indeterminacy-membership functions are used to express neutrosophic elements. This study was performed to examine a neutrosophic event-oriented algorithm for determining the critical path in activity-on-arc networks. The activity time estimates are presented as trapezoidal neutrosophic numbers, and score and accuracy functions are used to obtain a crisp model of the problem. An appropriate numerical example is then used to explain the proposed method. [ABSTRACT FROM AUTHOR]

Adaptive management (AM) and collaborative adaptive management (CAM) are concepts that are roughly three decades old, but a gap remains between theory and practice; these promising approaches largely remain more academic exercise than practical tool. Experienced practitioners report some success in applying CAM principles. Their "how-to" knowledge could be invaluable to other practitioners, but such knowledge is seldom recorded and distributed. We present results of a pilot project exploring the value and feasibility of capturing this experiential knowledge and deriving useful recommendations for more effective planning and implementation of CAM processes. We interviewed 10 practitioners from diverse backgrounds. Semi-structured interviews centered on open-ended questions that encouraged reflective narrative about experiences with a particular project. The projects described ranged widely in size and management focus. We identified 10 themes from the recommendations. The most stressed recommendation was that "getting the people part right" should be the priority consideration when setting up a CAM project. Actively engaging with communities from the very start is essential for developing practical solutions. Communities need to view the project as being consistent with community values and benefitting those communities. Supporting people with leadership qualities who are passionately supportive of the project is important for converting plans to action. Relationship- and capacity-building efforts that encourage productive interactions are essential for developing working relationships that enable implementation and long-term cooperation. Projects should be structured to take advantage of partners' particular strengths and available resources; effective and timely actions are achieved most easily at smaller scales but need to be coordinated within the context of larger issues. Great value can be obtained by simply moving away from formal implementation of AM toward actions to improve the management system's capacity to achieve success. Additional studies of smaller scale projects could provide useful information about effective approaches to capacity building. [ABSTRACT FROM AUTHOR]

Organisations initiating a feasibility study for a novel, complex, or unfamiliar project commence with an inherently limited starting knowledge base, and often face an asymmetric information disadvantage to suppliers and competitors. While there is substantial technical literature for informing feasibility studies for specific types of projects, this guidance is primarily suited to ventures exhibiting a high degree of replication, with limited relevance to highly novel projects. By pairing this multi-disciplinary feasibility literature with contemporary concepts in uncertainty and project management theory, this article synthesizes seven general principles to inform feasibility studies for such novel projects. Together, these principles form a framework that project leaders can apply to design effective feasibility studies for projects across sectors and industries. This integrative review further illustrates key challenges in the translation of project management theory to the applied evaluation of unfamiliar projects, with implications for both research and practice.

In a typical new product development (NPD) project, there are many alternatives, ranging from incremental changes or re-engineering of an existing product in order to compete better in an existing market, to breakthrough thinking and the development of a new product using new technologies that satisfy the needs and expectations of customers in new markets. We tested the hypothesis that competition influences the decisions of entrepreneurs managing NPD projects. The findings presented in this paper are based on a controlled experiment conducted in several project management courses using a simulation game. The results reveal that a competitive environment in which participants compete for the same customers tends to impact the planning of NPD projects. The paper contributes to the managerial practice by offering integration of “What if?” analysis in the planning phase of NPD projects. It can assist entrepreneurs to evaluate the tradeoffs of the feasible alternatives in a noncompetitive environment, and explain how market conditions, such as competitor entry behavior, affect the project plan. A decision on the best project plan, among all the feasible project plans, is based on management strategy that takes into account the level of competition along with the uncertainty in the technology, market, and environment. The game, combined with a simulation-based training tool, used in this study, offer an opportunity to develop and to try different alternatives for the management of NPD projects without risking the consequences of project failure. [ABSTRACT FROM AUTHOR]

Project managers commonly adopt suboptimal work plans, even when optimal plans are readily accessible. This research identifies a factor that elicits this seemingly irrational behavior: the perceived complexity of the optimal work plan, as reflected in the plan’s Gantt chart representation. Four controlled experiments show that among experienced project managers presented with a work plan explicitly stated to be optimal, those who view a low-complexity plan are more likely to adopt the plan compared with project managers who view a high-complexity plan. Work-related stress triggered by exposure to the work plan is shown to mediate the effect. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Business & Projects / Revista de Gestão e Projetos is the property of Revista de Gestao e Projetos and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Although a project manager has many tasks, none are more important to success than the ability to lead and manage a project. A project manager typically has a strong business and economic background, but how are decisions made? An economic analysis is telling, but without the knowledge of data analytics and the different statistical analysis tools, decision-making might be difficult. With certain techniques, statistical analysis tools and methods will be explained with their relationship on how they correlate positively or negatively to a project managers' success. Key concepts include data collection, key descriptive statistics (i.e., the mean, standard deviation, range, correlation, and linear regression). They also include building confidence intervals, hypothesis testing, risk analysis, and understanding different statistical software that is available. With these skills, the chance of a project manager's success becomes more likely. [ABSTRACT FROM AUTHOR]

The article describes implementation of project-based learning within the scope of different academic disciplines at a technical university. The research aims at analyzing various problem points that teachers face while organizing project work of students. The reasons complicating proliferation of project-based learning are observed. Methodology includes analysis of pedagogical studies, examination of project-based activities at universities, interviewing, and questionnaire survey. The findings lead to the conclusion that project-based learning is interesting for the majority of educators and is considered to be an effective type of activity. However, it is not widely used at a technical university. This happens because of a number o f difficulties that occur in the process of project planning and implementation. These are the issues of keeping up motivation, the lack of time for doing projects and presenting results, unwillingness of students to take up self-studies, problems with control and assessment, unevenly distributed learning. The author proves the necessity of teacher professional development in this sphere. The most important units of the programme have been specified. It is recommended that the course trains educators to plan projects with due regard to curriculum, to share knowledge and develop skills significant in a specific area of studies, to nurture contemporary co mpetencies, such as confidence, perseverance, innovative thinking, creativity, flexibility, openness, sociability, teamwork. Moreover, the article describes the importance of discussing the methods of implementing short-term and international projects. According to the research, these types of project work are organized less frequently than the other ones.

Scarce resources may cause delay in completion of a project on time. In this research, a multi-objective decision making model is developed for scheduling multi-mode resource constraint scheduling problem in the presence of uncertain resources. The objectives are profit, execution cost and completion time. To develop this idea, a multi-objective non-linear mixed integer programming model is developed where resource availability is not deterministic and expressed by triangular probability function. In continue a multi-objective weighting genetic algorithm is proposed (MOWGA) which is flexible enough to be used in real projects. To verify the performance of the proposed method, a number of experiments are solved and results are analyzed. The outcomes, indicated that while resource uncertainty increases, higher complexity in schedules is observed. It is also found that optimizing one objective function is not necessarily resulted in optimizing the others. The MOWGA is then successfully applied for a project with real data.

This comparative study examines the moderating role of risk management in project planning and project success in the construction business of the UK and Pakistan. The data was gathered from 152 project managers (76 from both economies each) using a survey questionnaire. The purposive sampling technique was used to ensure fair representation of sample size and the RAND formula was used to select the project managers. For quantitative analysis, partial least square structural equation modelling technique was utilised. The results confirmed that project planning had a statistically significant impact on project success. Furthermore, risk management significantly moderated the relationship between project planning and project success in the construction businesses despite being in two different economies. The paper contributes to the enhancement of the body of knowledge intended for global companies and academicians aiming to implement risk management frameworks to enhance project success and ensure the effectiveness of project planning in a competitive business environment. It offers a new perspective to investigate the relationship between project planning and project success through moderating the effect of risk management, which is a new theoretical dimension for construction business and the field of project management. It is proposed to the governments and construction businesses operating in the UK and Pakistan to validate the empirical research framework in the cross-cultural context while assessing risk and uncertainty. It helps the construction business in the evaluation of risk while planning and successfully implementing project strategies.

The article regards network project which can be represented by directed acyclic graph with restrictions ensuing from project definition. The problem of planning in project management is the comparative analysis of networks of the single project. It needs to have a project network quality rating tool to solve this problem. Article proposes the network ranking method by mathematical functional calculating numerical characteristic of a concrete graph. This functional has received by direct analysis significantly using planning heuristics in project management. Graph analysis has carried out by its representing as multi-parallel form of graph and using its cuts. Investigation has showed that operation increasing leads to a sharp increasing in complexity because of combinatorial explosion of analysis units’ number. Therefore, obtained functional has received by graph analysis of networks having no more than 6 operations. To rate networks having more than 6 operations it offers algorithm based on decomposition network to graphs having no more 6 operations. Using the algorithm and obtained functional allows you to get numerical characteristic rating quality of network having an arbitrary number of vertices.

ABSTRACT We provide program managers insight into considerations for launching and running a large‐scale, long‐term citizen science project, using the Snapshot Wisconsin trail‐camera project as a case study. Many citizen science projects are undertaken with a “learn as you go” approach, so there is room to better prepare program managers from the outset. We provide a comprehensive list of components making up citizen science projects, and discuss capacity needs for each component. We then quantify staff time needed throughout the project, based on our own experiences managing a long‐term citizen science project with >1,000 participants. We show that total staff time and staff time devoted to certain project components vary markedly among 3 project phases: planning, growth, and maintenance. We recommend planning for 5.5 staff positions to maintain a long‐term project serving a few hundred volunteers or more. The illustrated concepts can be applied by any person or group developing a volunteer‐based project to prepare for logistic and funding needs across a project's lifespan. Program managers must remember that people form the backbone of any citizen science project, and the success or failure of such projects depend in large part on the user experience of volunteers. © 2019 The Wildlife Society.

In an undergraduate biochemistry and molecular biology lab course, students designed their own final assignment to communicate their laboratory work to non-disciplinary audiences. A “meta-assignment” guided them as they proposed the content, form, and process requirements. Students strove to develop unique ideas, and all successfully completed their self-assigned projects. Providing students in this class with the freedom, responsibility, and appropriate scaffolding to build their own projects and learning experiences allowed them to interact with their discipline in new ways and enhanced their abilities to design and plan their work, communicate scientific ideas to nonscientists, and think creatively.

University-industry collaboration (UIC) partners' different organizational backgrounds entail socialization with distinct thought worlds, management approaches, and therefore diverging goals, which may lead to differences in their perceptions of the R&D challenge. These differences can hamper relationship quality and may cause coordination challenges. Using dyadic survey data of 164 UIC project managers of 82 projects, we analyze the consequences of partners' shared R&D-project innovativeness perceptions for project performance. We consider the planning intensity and the collaboration in the planning process as antecedents to partners' shared perceptions. We find that partners' shared R&D-project innovativeness perceptions increase project performance. We also show that collaborative planning enhances shared perception. Moreover, we find support that planning intensity (i.e., formal control) and collaborative planning (i.e., social control) complement each other. Hence, if both partners are involved in a collaborative and intensive planning process, they will more likely exhibit a shared R&D project innovativeness perception and, therefore, increase UIC project performance. This will help to manage their R&D activities to create a sense of ownership and to prevent inefficient project deviations. [ABSTRACT FROM AUTHOR]

How to avoid project failures driven by overoptimistic schedules? Managers often attempt to mitigate the duration underestimation and improve the accuracy of project schedules by providing their planners with excessively detailed project specifications. While this traditional approach may be intuitive, solely providing more detailed information has proven to have a limited effect on eliminating behavioral biases. We experimentally test the effectiveness of providing detailed specification and compare it to an alternative intervention of providing historical information about the average duration of similar projects in the past. We find that both interventions mitigate the underestimation bias. However, since providing detailed project specification results in high variance of estimation errors due to sizable over‐ and underestimates, only the provision of historical information leads to more accurate project duration estimates. We also test whether it is more effective to anchor planners by providing historical information simultaneously with the project specification or to provide the historical information only after beliefs regarding the project duration are formed, in which case planners can regress their initial estimates toward the historical average. We find that the timing of disclosing information does not play a role as the estimation bias is mitigated and the accuracy is improved in both conditions. Finally, we observe that the subjective confidence in the accuracy of duration estimates does not vary across the interventions, suggesting that the confidence is neither a function of the amount nor the detail of available information. [ABSTRACT FROM AUTHOR]

Building Information Modelling (BIM) is now a globally recognised phenomenon, though its adoption remains inconsistent and variable between and within the construction sectors of different countries. BIM technology has enabled a wide range of functional applications, one of which, ‘4D BIM’, involves linking the tasks in a project’s construction schedule to its object-orientated 3D model to improve the logistical decision making and delivery of the project. Ideally, this can be automatically generated but in reality, this is not currently possible, and the process requires considerable manual effort. The level of maturity and expertise in the use of BIM amongst the project participants still varies considerably; adding further obstacles to the ability to derive full benefits from BIM. Reflecting these challenges, two case studies are presented in this paper. The first describes a predominantly manual approach that was used to ameliorate the implementation of 4D BIM on a project in Paris. In fact, there is scope for automating the process: a combination of BIM and Artificial Intelligence (AI) could exploit newly-available data that are increasingly obtainable from smart devices or IoT sensors. A prerequisite for doing so is the development of dedicated ontologies that enable the formalisation of the domain knowledge that is relevant to a particular project typology. Perhaps the most challenging example of this is the case of renovation projects. In the second case study, part of a large European research project, the authors propose such an ontology and demonstrate its application by developing a digital tool for application within the context of deep renovation projects.

Usability and user experience maturity models are used to evaluate the capabilities of an organization in order to provide an assessment of their ability to develop usable products. But, as the main focus of such models is on an all-encompassing organizational level, they are difficult to implement in more complex organizations with a wide range of diverse and interlinked projects. This paper presents a project related UX maturity model, which was developed at DB Systel to address this issue: the PUXMM. It takes into account the nested internal customer relationships between departments and subcontractors and applies a human-centered design approach. There are two practical application scenarios for the PUXMM. It can be used to determine the UX maturity level of an ongoing project and as checklist to align a project to a desired maturity level from the outset. [ABSTRACT FROM AUTHOR]

Copyright of HMD: Praxis der Wirtschaftsinformatik is the property of Springer Nature and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Influence of digital documentation on working hours and workflow in the intensive care unit: An observational pre-post-study Abstract: Background: The introduction of digital patient documentation systems in hospitals and intensive care units is increasing in Germany. The effects of these systems on the workflow of nurses have hardly been studied. Aim: It is analysed how high the workload is with a digital documentation system compared to paper-based documentation, how the workflow changes and how the digital documentation is evaluated in comparison to paper-based in terms of usability, time required and documentation quality. Methods: Before (to) and after the introduction of the digital patient documentation system (t1), the time for documentation and the documentation frequency was measured in a prospective pre-post observation study using an app configured specifically for this purpose, and both survey periods were statistically compared (Mann-Whitney-U-test). Furthermore, a survey of nursing staff on digital patient documentation was carried out. Results: The working time for the documentation remains the same after digitization. However, 80% of respondents state that the documentation time would have been reduced. Furthermore, the number of documentation processes decreases significantly (p = 0.03). In addition, a majority (55%) indicated an increase in documentation quality. Conclusions: Digital patient documentation does not necessarily save working time, but it defragments the process of documentation work and has the potential to positively influence the documentation workflow.

The well-known “iron triangle” and its attributes, time, cost and quality has still importance as a framework of basic objectives of construction projects. In practice, construction project managers can optimise time and costs with the well-known time/cost trade-off approach, but quality optimization versus cost and time performances in construction project is usually pursued in a rather intuitive manner based upon Project Manager’s experience. The research behind this paper is proposing a specific approach where three possible estimates for time, cost and quality form starting points for the optimisation of project performance. The estimates are based on characteristic of alternative technical solutions such as possible commercial products to be used or assembled. The effectiveness of various combinations is evaluated with an optimisation procedure based upon Genetic Algorithms. A simple pilot study of a renovation project of two residential apartment is presented to test the proposed approach. The gained results are demonstrating the possibilities of genetic algorithms for such trade off analyses.

This paper presents elements for a successful approach to addressing Horizon 2020. Horizon 2020 is the EU programme offering funding for research and innovation projects. Investing in such projects in turn secures a smart, sustainable and inclusive economic growth. The programme covers all the stages, from basic research to market penetration, and has a total value of slightly over EUR 70 billion. The investment instrument’s main goals are strengthening Europe’s global competitiveness, making it the best in the world-class science, eliminating obstacles that hinder innovations to get quickly in the market and changing the way in which the public and private sectors work together. Despite the fact that the program has a simple structure and requires less red tape then its predecessor (the Seventh Framework Programme – FP7), the applicants still face a lot of challenges when applying with their projects. The paper’s aim is to address these challenges and to offer solutions. Primary data were collected by using the technique of surveying by e-mail. We carried out the survey by sending the e-mail to Slovene recipients of funds for Horizon 2020 and, subsequently, to Italian ones. The quantitative research results indicated that the application’s success in Horizon 2020 is largely influenced by the financial projection, the knowledge of EU policies, the proposal design, as well as the proposal elements – contents, importance of the process of individual proposal elements, past experiences, partner organization, referrals and coordinators.

Academics and practitioners have paid close attention to front-end planning research, especially in the construction industry. It is known with many acronyms including pre-project planning and front-end loading. Since 1994, Construction Industry Institute (CII) has set front-end planning as one of the main research topic areas in their knowledge structure. A lot of research related to front-end planning and project scope definition has been conducted since then. However, there lacks a comprehensive review of the current studies on the topic. Thus, the objective of this research was to undertake a comprehensive literature review of papers related to front-end planning. Reviewing 83 selected papers, this research raises several important issues regarding front-end planning such as the position of front-end planning in project life cycle, the differentiation between front-end planning and project planning, the significance of front-end planning, the front-end planning organization management, the front-end planning phases, the challenges in front-end planning implementation, and the identification of research gaps in front-end planning. The findings of this research contribute to further understanding of front-end planning and would be useful for practitioners and academics to conduct further empirical studies on the subject matter.

For achieving successful projects, effective planning and scheduling should be taken into consideration besides reaching an accepted balance among project objectives. As a result, this research focuses on attaining an effective balancing among a set of objectives that are time, cost, and number of laborers. The purpose of this research is to solve the problem of multi-objective project using multi-technique in a best possible way that accommodate with the nature of project activities. This aim is achieved by facilitating the accuracy of decision taking throughout choosing the best technique among group of techniques used in project planning and control these are; Gantt chart, crashing technique. These techniques are utilized to achieve many objectives. A new mixed approach named as Concurrency-Partitioning and Crashing Techniques (CPCT) has been suggested. In order to overcome the conflicting that might occurs among these objectives, Fuzzy Decision Support System (FDSS) is employed based on fuzzy Multi-Criteria Decision Making method (fuzzy MCDM). The results showed that mixed approach (CPCT) was the best one that achieved multi-objective with best balancing. Both of project time and cost have decreased by 19.5% and 2.6% respectively, while the total number of laborers had increased by 8.8%.

The notion of project strategy, i.e., the strategy of an individual project, remains an open field of investigation. Despite the significance of the topic, a few works in the literature examine the subject in a systematic way. Likewise, project strategy has not yet become a first-class, widely used construct, and an integral element of current project management practices. Moreover, most of the existing ideas around project strategy focus on business and management aspects, such as the alignment of projects with corporate strategy and project success factors. Consequently, limited support is provided with respect to the implementation aspects of project strategy. The main goal of this article is to bridge this gap. Specifically, to achieve this goal, we first discuss and exemplify the significance of an explicit project strategy. Subsequently, following a relevant literature review, we put forward a methodological means, called the project strategy matrix, which can be applied to design, capture, communicate, and manage the concrete strategy of a project. Such means capitalize on and adapt Rumelt's seminal work on business strategy, in a more problem-solving-oriented approach that puts emphasis on the key challenges and constraints of projects. We employ a real-world scenario of an Information Technology project to illustrate the case, to support our argumentation and to exemplify the project strategy matrix. Moreover, based on practical experience in a number of projects using a collaborative practice research approach, we report relevant findings and provide insights on the way the project strategy matrix can be applied in the real world. Finally, we call for an intensification of research on the topic of project strategy and make concrete recommendations in this regard. [ABSTRACT FROM AUTHOR]

The success of a project depends on the importance of investigating the impact of contract administration implementation parameters such as response time, approval process, resolving issues, coordination, and documentation. To this end, this paper covers the development of a new multidimensional fuzzy model to quantify the performance of construction contract administration (CCA) processes at the project level. The proposed model contains 93 key factors and 11 project management process groups related to contract administration performance. An online questionnaire was used to rate the importance of each factor and group, and 223 responses were collected. The collected data were analyzed for normality, reliability, and intergroup differences. A two-part weighted fuzzy logic model was then developed to measure the CCA performance. The first part represented the group assessment, while the second part assessed the overall performance. The model, which was then implemented in two construction projects in Qatar, illustrated that the proposed model reasonably captured the CCA performance; and thereby a low level of implementing contractual risk management was concluded. The questionnaire results indicated that change control, financial, and claims and disputes resolution management were the top three groups affecting the CCA performance. This study is limited to design-bid-build contracts. Nevertheless, the model might be restudied for other project delivery methods as well. [ABSTRACT FROM AUTHOR]

The paper identifies the role of top management as a moderator during planning, monitoring, controlling, and evaluation phases for the success of a project. This study also discusses the novelties of the coordination between role of top management and legitimate power of project manager as significant impact on project performance and success during project life cycle phases. The instrument is adapted to measure planning, monitoring, controlling, evaluation, the role of project manager, project performance, project success, and the role of top management. Managers are targeted for data collection from the construction sector, education sector, and IT sector for the analysis. The findings show that coordination between variables as well as the role of a project manager is like a bridge between top management and other team members in four phases of project life cycle (planning, monitoring, controlling, and evaluation) for ultimate success. This study has a significant advantage for the organization and industries before implementing any project as it will be helpful for the top management to give authority and responsibility to the project managers while considering the scope of the project. For academia, this study helps to enhance the knowledge area of project management by introducing coordination management while discussing the other knowledge areas of project management. [ABSTRACT FROM AUTHOR]

The objective was to describe the planning phase of community service projects at the Laic University Eloy Alfaro de Manabí (ULEAM), Ecuador. The research was based on the Regulation of the Academic Regime (2019), Pérez, (2016) among others. A descriptive research with documentary design was developed. The data recording instrument was a category matrix. The result was a report with a deficiency level of information on the situational diagnosis. As a conclusion, it is necessary to strengthen the diagnosis with a view to a sustainable community intervention that improves the quality of life in the environment. [ABSTRACT FROM AUTHOR]