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Hajjaji, Mufeed; Denton, Paul (2011)
Publisher: ICPR
Languages: English
Types: Part of book or chapter of book
Subjects: TS
In today‟s dynamic commercial environments, project management approaches are becoming ever more crucial in supporting industrial organizations to achieve their client and enterprise goals. An often undervalued area of this important practice may be seen as the deployment of effective risk management solutions to aid managers make effective decisions. Neglecting risk management is often cited as a primary factor, which may lead to assumed failure within maintenance projects. The purpose of this research paper as arisen from one of the most important areas in project management, both from researcher and practitioner perspectives; „How to avoid failure and achieve higher rates of project success?‟. The outcome of this work is to demonstrate, through a pilot study within a manufacturing SME, how the adoption of project management tools and specific risk management solutions can be important tools for enabling managers to achieve higher levels of maintenance success.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • [1] Patanakul, P., Iewwongcharoen, B., Milosevic, D., 2010, An Empirical Study on The Use of Project Management Tools And Techniques Across Project Life-Cycle and Their Impact on Project Success, Journal of General Management, 35, 41-65.
    • [2] Ali, A. S. B., Anbari, F. T., Money W. H., Impact of Organizational and Project Factors on Acceptance And Usage of Project Management Software and Perceived Project Success, 2008, Project Management Journal, 39, 5-33.
    • [3] Lawrence P., Scanlan J., 2007, Planning in the Dark: Why Major Engineering Projects Fail to Achieve Key Goals, Technology Analysis and Strategic Management, 19, 509-525.
    • [4] Alan M., Ann L., Project Management Tools and Techniques in High-technology SMEs, 2007, Management Research News, 30, 153-166.
    • [5] Raz T., Michael E., 2001, Use and Benefits of Tools for Project Risk Management, International Journal of Project Management, 19, 9-17.
    • [6] Norman F. S., 1999, Measuring and Evaluating Maintenance Process Using Reliability, Risk, and Test Metrics, Transactions on Software Engineering, 25, 6-18.
    • [7] Backlund F., Hannu J., 2002, Can We Make Maintenance Decisions on Risk Analysis Results?, Journal of Quality in Maintenance Engineering, 8, 77- 91.
    • [8] George B., Gautam M., 2003, Using @RISK to Calculate Portfolio Performance, Brunel University Press, England.
    • [9] Palmer, R. D., 2005, Maintenance Planning and Scheduling, McGraw-Hill Professional Publishing, USA.
    • [10] Zwikael O., Sadeh A., 2007, Planning Effort as an Effective Risk Management Tool, Journal of Operations Management, 25, 755-767.
    • [11] Leopoulos, V. N., Kirytopoulos, K. A., Malandrakis C., 2006, Risk Management for SMEs: Tools to Use and How, Production Planning & Control, 17, 322-332.
    • [12] Antony J., Kumar M., Labib A., 2008, Gearing Six Sigma into UK Manufacturing SMEs: Results From a Pilot Study, Journal of the Operational Research Society, 59, 482-493.
  • No related research data.
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