Past Recipients

 

2016 Recipients

 
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Trenese McNealy

2016 North America Recipient

Doctoral (DBA) Student - Project Management

Clayton County Public Schools Walden University

Hampton, Georgia

 

Paper Title
The Implementation of a Knowledge Management System

Abstract
Knowledge management systems (KMSs) are important for sharing and managing knowledge throughout an organization. The purpose of this paper is to explore the effectiveness of KMSs for producing and managing the flow of knowledge in project-based organizations (PBOs). The specific business problem is that many project managers are utilizing KMSs within their organizations, but there is still a limit on knowledge sharing. KMSs are important in PBOs because these systems allow knowledge to flow between project teams and project managers; thus, implementing a process for knowledge management (KM). 

 
 
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Saadi Adra

2016 EMEA Recipient

SKEMA Business School, Lebanon

 

Paper Title
The Integrated Life Cycle Management Framework

Abstract
Business Development (BD) is a permanent organizational functional business unit that captures new business opportunities and manages proposals to turn them into actual contracts. Project Management (PM) is usually utilized to execute the contracts successfully, hence earning the full revenue and making profit for the organization. Winning proposals and then implementing them successfully makes clients happy and wanting to return, but to get the shareholders to be happy requires profit generation. The lack of collaboration and cooperation in a timely manner during the inception phase of projects is critical and might cause the organization to win rather non-profitable projects. Organizational leaders might be paying for the same mistake more than once. This research was conducted using a qualitative method, which is Classical Grounded Theory (CGT), which lead to the discovery of the Integrated Life Cycle Management Framework (ILMF). In it, the BD life cycle is integrated with the portfolio management life cycle from inception, capture, proposal development, contract award, project execution, and handover until operations. The factors necessary for the success of the ILMF include a Management Governance Framework as the main driver, in addition to business and organizational culture, competency and knowledge management as internal factors. Supply and demand are economical external factors that affect the balance between BD and PM. The ILMF bridges the gap between different business units and functionalities, enhances synergy and collaboration and ultimately can help the organization to increase its profits.

 

2015 Recipient

 
Linda Agyapong

Linda Agyapong

2015 North America Recipient

Capella University: Ph.D. candidate - Concentration: Project Management

Impact of Quality and Risk Management on Information Technology Project Success

 

2014 Recipient

 
Picture of Andre Arrivabene

Andre Arrivabene

2014 North America Recipient

Harvard Extension School: Master of Liberal Arts candidate –- Concentration: General Management

The Earned Risk Management Method

 

2013 Recipients

 
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Chui Ha Ng

2013 Asia-Pacific Award Recipient

Doctor of Project Management, RMIT University: Doctor of Project Management

IT Project Management Capabilities Enhancement in Contingent Employment Context

 
Picture of Lisa Repp

Lisa Repp

2013 North America Award Recipient

University of Wisconsin-Platteville: Master of Science in Project Management

Factors that Influence Critical Chain Project Management Implementation Success

 
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Werner Meyer

2013 EMEA Award Recipient

SKEMA Business School: Ph.D. candidate - Concentration: Strategy, Programme and Project Management

The Critical Point – The Psychology of Project Termination