This book starts with discussion on the nature of Information Technology and how it relates to modern organizational function. Then a discussion on process design and methodology in project management, to highlight the increasing importance of project-based jobs in post COVID-19 world. The discussion on the role of information technology is all about Organizational Efficiency. In quest of the organization will remain to increase efficiency and effectiveness, which is manifested in all actions taken (strategies) of any given public or private entity. Therefore, the intertwined functions of information technology, the field of project management and organizational efficiency are inseparable. Number of cases are presented in this book to provide real examples, illustrating what companies do and how they must continuously search for approaches that increases productivity efficiency and effectiveness.
This book introduces readers, and project management practitioners to a number of global companies and projects, that went right and/or wrong. Seeing high percentage of projects failure, mounting to billions of lost revenues annually to companies on global bases, the idea to put together this body of work was born. While the lessons are significantly useful to the public and can be shared, the primary objective of this book however, remains to present the reader with lessons learnt from not only mine, but the collective experience of working with projects. Some of the lessons covered in this book includes the following; It is very good idea to initiate an innovative approach to a project, but the most important thing, is to plan for it adequately, extensively, and be ready for failures and obstacles since nothing goes as you plan. He listens covered in this book are invaluable and timeless.
Impressed with the economic performance of Malaysia, triggered an interest in examining how Malaysia (then under PM Mahathir) managed to pull out of the financial crisis of 1997, that gripped much of South East Asia. Years later, Malaysia managed to pull itself out of the financial crisis, and to be a rising Asian tiger. This early interest has turned into love and affection to a country with unique history, resources, and marvelous people. The deeper my research of Malaysia, the more my frustration grew with the lack of ability of a nation to move into a unique socio-economic position. That is, to equalize with Singapore, or compete at the global level with Korea. I chose 2020 to publish this body of work, because I was waiting to confirm my hypothesis that Malaysia will not manage to achieve Wawasan 2020 (vision 2020), which is to be amongst 1st world nations. Failing to achieve vision 2020 is no coincidence. Malaysia is stuck in the middle between cheap production countries such as Vietnam and Korea, and services-based economies such as Singapore. The first essay that follows the introduction is called The Phenomenon of Economic Inertia. The premise for this research paper is that Malaysia is suffering from a phenomenon of inertia, economically however, that it is incapable of pulling itself out of its current position like many developing nations) for number of reasons. With corruption being deeply rooted in the varying layers of society, and a leadership that failed to control corruption (as in the case of Singapore) and move the country into globally competitive position. This is what is meant by a “Phenomenon of Inertia” that is a conscious self-inflicted condition. The human factor in the hypothesis of “Phenomenon of Inertia” does comprise of society at large; people, leadership, and institutions. Managerial practices in Malaysia are still hierarchical and power based. Such hierarchy and power bases, are an evident participant in the inner-play of socio-economics of the Malaysian nation. The Malaysian current state of affairs (as of 2020) is self-inflicted condition. With the Malaysia education system being deeply flawed. This naturally led into the state of Malaysian lack of industrial competitiveness, which is not breaking through its global competitors. With so much to offer, Malaysia still has a great chance to make the leap forward to achieve its Wawasan to be realized in a later date, as long as it gets there. This will entirely depend on the will of the Malaysian people collectively.
This book list with examples the most common methodologies applied in project management. There are numerous definitions of methodology in project management. However, there is a shared fundamental principle across all definitions. That is, methodology in project management helps project managers direct the project, and keep it in track. Methodology help organizations to achieve outcomes that aligned with strategic objectives. This is especially true when considering that projects are expensive, changing and time consuming in nature. All projects have three main components that a Project Manager (PM) constantly struggle with; cost, time, and quality. Various approaches to project methodology are the means of organizing and directing projects. These components are limitations that shape projects in the form of outcomes, deadlines and resources. As such, choosing the right methodology help achieve desired objectives and set outcomes in a most efficient and effective manner. There are six common types of project management methodologies. Each part will be discussed with explanation of its sub-parts. This body of work is written while working in California’s Silicon Valley as project manager, and teaching project management to MBA students. The intent of this work is to clarify the various methodologies applied in project management and simply these concepts to those learning project management, and to those studying it. A study on critical success factors has been included at the end of this book to illustrate the importance of culture and the role cultural values play in defining project successes and failures for the benefit of the reader.
The South East Asian market, which comprises of (Indonesia, Singapore, Malaysia, Thailand, Myanmar, Cambodia, Vietnam and the Philippines) is a market greater of 500 million people. The growing middle-class in Asia is creating an unprecedented demand for products and services, and fuelling global growth. A slowdown in the Chinese economy (the world’s second largest) most definitely will impact global economic growth. Although Malaysia is a relatively small economy with population of 30 million, yet it provides an insight into the Asia-Pacific region with its strategic location in South-East Asia. This book will be followed by a series of other books that provides insight into more Asian companies. In 2010, Malaysia sat a target to become a high-income nation by the year of 2020 with the initiation of Economic Transformation Program (ETP). ETP is a comprehensive blueprint to move Malaysia’s economy into developed economy with a projected Gross National Income (GNI) of US$523 billion and per capita income at US$15,000 by 2020.
The quest for Critical Success Factors “CSF” in project management in every industry is the aim of company and project manager around the world. This is primarily because of the cost attached to such large-scale projects, especially those financed by governmental entities, municipalities and provinces. Large-scale construction projects in particular have a critical impact on governmental budgets, economic growth, and ecology. As such, determining what critical success factors that directly contribute to cost reduction, timely delivery, improvements in quality of construction and positive impact on the environment can being mutually beneficial to all participants and stakeholders. The state of Oman like other GCC countries has a particular interest in determining such CSF in the post financial crises, where numerous landmark projects has been frozen due to financial constraints. Therefore, avoiding pitfalls in project management related factors could significantly impact the future role of British and Western construction companies in the Gulf and other parts of the world in post-Brexit U.K. The pressure on British companies is equally higher today than ever before to maximize the effectiveness in implementation of construction related projects internationally, to compete with other European and Chines construction firms. Innovation and cultural forces are found to play a significant role in cross-cultural project success. Such forces then can be viewed in relation to CSF will ultimately affect all participants and beneficiaries, stakeholders and the environment. Therefore, the attempt to explore varying CSF is more important to governments in developing economies, and private sectors involved in future construction projects, as much as it is important to Western firms attempting to compete and expand their market base in such critical part of the world and uncertain outlooks for the U.K. economy particularly.
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