Sustainability has become crucial in today’s business landscape. Customers, suppliers, partners, and investors are increasingly demanding that companies be aware of their impacts on the environment and society. Achieving sustainability in business operations, including social, economic, and environmental aspects, is one of the major challenges for companies today. Integrating sustainability into project management fosters the development of more sustainable and responsible projects, considering environmental, social, and economic aspects. This integration allows for benefits such as risk and operational cost reduction, strengthening of the company’s reputation, and gaining stakeholders’ trust. This study takes an exploratory approach, focusing on a pilot test to investigate how the PRiSM™ (Projects Integrating Sustainable Methods) methodology can be applied in a business context to assess the level of maturity of sustainable project management practices and thus raise awareness of the importance of these issues. PRiSM™ was developed by GPM® Global (Global Project Management, Lees Summit, MO, USA) in 2013 to help organizations integrate project processes with sustainable initiatives and it is based on the P5 Standard, which incorporates tangible tools and methods to manage the balance between finite resources, social responsibility, and delivery of sustainable project outcomes. Based on the PRiSM™ methodology and the P5 Standard (2nd Edition), a comprehensive questionnaire was developed under the Portuguese Project Management Observatory® to assist companies in assessing their performance in terms of sustainable practices, resulting in a sustainable maturity level. The questionnaire aimed to evaluate companies in four impact categories: product/process impacts, social impacts, economic impacts, and environmental impacts. The results, obtained from 30 respondents, indicated that the majority of organizations achieved medium-level ratings, with an overall average of 65%. However, some still showed unsatisfactory performance, with a minimum score of 14%, indicating there is still a long way to go for the full integration of sustainability. Based on participants’ feedback, the study found that many recognized the importance of sustainability but were unaware of how to integrate sustainability practices into their project management activities, highlighting the importance of promoting education and raising awareness about sustainable project management practices. The findings, while based on a limited sample, provide valuable initial insights into the potential of PRiSM™ to foster sustainability in project management. This research underscores the need for further studies to expand and validate these preliminary conclusions.
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Going from an idea to a result, using a series of well-defined techniques with deadlines and limited resources, is a skill that a project manager must have. In a rapidly changing environment like the present one, there are many factors that contribute to budget overruns and delays that occur in most major projects. To be successful, one must rely on techniques and tools that assist the project manager in the various stages of the project. Therefore, this paper presents an Add-In for MS Project®, based on a previously developed model for solving the Resource Constraint Project Scheduling Problem with Flexible Resource Management (RCPSP-FRM), which can help the project manager with regard to the scheduling of resources using flexibility, giving him relevant information to the decision making process in case of delays during the execution phase. The flexible chart and table format view allows project managers to easily and objectively identify the activities which can have their durations increased or shortened, impacting significantly on project execution time. This research contributes not only to the academic environment, but also to professional project management environments.
To select the best alternative of solution for a problem considering the decision-maker knowledge, preferences and purposes, we developed a new multicriteria decision-making procedure, the PROV Exponential Decision Method, which uses the concepts of preference, indifference and nefarious thresholds. Its presentation is the main focus of this article. Numerical examples are presented to illustrate the proposed approaches to attain comprehensible results and to discover the most adequate solution or set of solutions for a problem or to select the best option to reach a defined goal.
Purpose The general objective of this research was to identify the practices of the mass production industries, on the decisions related to the detection of defective products and to identify relevant criteria, actions, effects and variables to be used in a decision-making model. Design/methodology/approach A survey questionnaire was developed and structured in 20 questions, with 18 closed questions and 2 open questions. The questions were constructed based on the literature review, with the identification of 15 theoretical and practical concepts of quality. Seven other information requests were included, concerning the initial characterization of the defective items and industry. The company, the product, the processes and the defects were contextualized, and then the decision-making process was framed, to understand the factors that influenced it. Findings The industries of the Industrial Pole of Manaus discard or rework their defective products influenced by promoting the lowest cost and the required quality. The factors with the biggest influence on decisions are rework and disposal costs, and time available for rework and replacement. The main requirements defined for the decision-making model were: 1) compare the rework and discard options, only if the rework reaches the required quality level; and 2) identify and account the effects of defective items on quality, productivity and costs. Research limitations/implications Overall, 109 questionnaires were sent, representing 21.3% (109/512) of the companies at the Industrial Pole of Manaus. The respondents represent 14.6% (75/512) of the population. Originality/value Defects can occur, requiring a decision that promotes the lowest cost and the required quality. Quality cost models do not show a systematic analysis for identification, accounting, evaluation of effects and criteria associated with the destination of manufactured defective items. Therefore this research was done to fill this gap.
An optimal resource allocation approach to stochastic multimodal projects had been previously developed by applying a Dynamic Programming model [2] [3], which proved to be very demanding computationally. Approximations to the initial model had been also developed, still within DP framework [4]. Computing times were improved, but demonstrated the need for further developments. In this paper we report on the application of a recently developed technique for global optimization, the Electromagnetism Algorithm (EMA) [1], to this problem and demonstrate its superior performance to previously attempted approximations.
This paper presents the developed risk management methodology and the main risk management results of a pilot project in a Portuguese electric energy organization -EDP Distribution.Most of the project risks identified have external and technical sources, and most of the risks are rated as medium and high level.In the future, it is expected that this methodology can be used for similar projects and that a gradual standardization on the use of the risk management methodology can be achieved in the organization.
Purpose This paper proposes a decision support model that can be used to help decide the destination of defective products, for mass production industries. The objective of this model is to reduce the cost of the defect, and consequently reduce the total quality costs. Design/methodology/approach The decision model was developed based on the theory of quality costs and decision-making models, considering the practical aspects of reality through data collection, observation and experience in Industrial Pole of Manaus (Brazil) industries. A decision model adjusted to reality assists in the construction of the decision process, indicating the facts, data collection and the planning of the actions to choose the best alternative. Findings The specific contributions of this research are: (1) define a sequential structure of actions, effects and costs associated with defective items; (2) allow a comprehensive approach to failure costs, including various elements of lost opportunity costs; (3) minimize failure costs, and consequently reduce total quality costs, without necessarily investing in prevention and assessment; (4) describe the use and application of the built theory; (5) identify the quality cost elements most representative in existence of defective items; and (6) identify improvement points in the management of possible future defective items. Originality/value Much of the work of implementation of quality cost models do not emphasize the analysis of the destination of defective items. Also, there are no studies that use decision models with identification, accounting and evaluation of effects and criteria of quality, productivity and cost to define the destination of manufacture defective items.
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Risk management is an important component of project management. Nevertheless, such process begins with risk assessment and evaluation. In this research project, a detailed analysis of the methodologies used to treat risks in investment projects adopted by the Banco da Amazonia S.A. was made. Investment projects submitted to the FNO (Constitutional Fund for Financing the North) during 2011 and 2012 were considered for that purpose. It was found that the evaluators of this credit institution use multiple indicators for risk assessment which assume a central role in terms of decision-making and contribute for the approval or the rejection of the submitted projects; namely, the proven ability to pay, the financial records of project promotors, several financial restrictions, level of equity, level of financial indebtedness, evidence of the existence of a consumer market, the proven experience of the partners/owners in the business, environmental aspects, etc. Furthermore, the bank has technological systems to support the risk assessment process, an internal communication system and a unique system for the management of operational risk.
The authors propose a mathematical model to minimize the project total cost where there are multiple resources constrained by maximum availability. They assume the resources as renewable and the activities can use any subset of resources requiring any quantity from a limited real interval. The stochastic nature is inferred by means of a stochastic work content defined per resource within an activity and following a known distribution and the total cost is the sum of the resource allocation cost with the tardiness cost or earliness bonus in case the project finishes after or before the due date, respectively. The model was computationally implemented relying upon an interchange of two global optimization metaheuristics – the electromagnetism-like mechanism and the evolutionary strategies. Two experiments were conducted testing the implementation to projects with single and multiple resources, and with or without maximum availability constraints. The set of collected results shows good behavior in general and provide a tool to further assist project manager decision making in the planning phase.
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The methodology of project management has been widespread in organizations of different functions and sizes. In this context, we address the issue of optimal resource allocation, and more specifically, the analysis of complementarity of resources (primary resource and supportive resource) in a project. We develop a conceptual system capable of determining the ideal timing, and the ideal mixture of resources allocated to the activities of a project, such that the project is completed on time, if not earlier, with minimal cost.
This paper makes a theoretical contribution by exploring the integration of sustainability principles into project management. It compares two recent methodologies, PM² and PRiSMTM, and provides a practical contribution by advocating for the adoption of these sustainability-driven practices among practitioners. Sustainability remains relatively unknown in the realm of project management, and this research aims to bridge that gap. The study follows an interpretivist philosophy and employs a combination of interviews and archival data analysis. PM², created by the European Commission, provides a project management methodology free to organizations and includes best practices from other bodies of knowledge. However, it doesn't include sustainability, because it aims to be generic. PRiSMTM, based on the P5™, aims to make the project management process more sustainable. PRiSMTM has P5 Impact Analysis and Sustainability Management Plan as the main differentiating deliverables and is an extension of the Triple Bottom Line, also including product and process. The PM² Alliance CEO believes that PM² aims to be generic, so a focus on sustainability would remove the methodology's "elasticity". However, users wishing to use PM² and consider sustainability can include it in the additional objectives and use PRiSMTM differentiating deliverables.
