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ردیف | عنوان | نوع |
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1 |
Customer-centric prioritization of process improvement projects
اولویت بندی مشتری محور پروژه های بهبود فرآیند-2020 Today, customers can conveniently compare products and decide how to interact with companies. With customer
centricity becoming an important success factor, companies must drive customer satisfaction not only
through excellent products but also through customer-centric processes. As many companies face an abundance
of action possibilities, fast-changing customer needs, and scarce resources, guidance regarding the customercentric
prioritization of process improvement projects is in high need. As existing approaches predominantly
focus on process efficiency, we propose a decision model that accounts for the effects of process improvement on
customer centricity in line with justificatory knowledge on value-based process decision-making, project portfolio
selection, and the measurement of customer satisfaction. When building the decision model, we adopted
the design science paradigm and used multi-criteria decision analysis as well as normative analytical modeling as
research methods. We evaluated the model by discussing it with practitioners, by building a software prototype,
and by applying it at a German insurance company. Overall, our research extends the prescriptive knowledge on
process prioritization and customer process management. Keywords: Business process management | Business process improvement | Process decision-making | Customer centricity | Project portfolio selection | Kano model |
مقاله انگلیسی |
2 |
Reconciling alignment, efficiency, and agility in IT project portfolio management: Recommendations based on a revelatory case study
آشتی دادن هم ترازی ، کارایی و چابکی در مدیریت نمونه کارهای پروژه IT: توصیه های مبتنی بر یک مطالعه موردی وحی-2020 Current developments put significant pressure on IT project portfolio management (IT PPM), increasingly
requiring IT project portfolios to be strategically aligned and efficient yet agile. Accordingly, our aim is to identify
IT-PPM-related tensions among the three design goals alignment, efficiency, and agility, and to elaborate a set of
design principles that will provide organizations with recommendations for reconciling these goals. We conduct
our research trough the theoretical lens of Activity Theory. Our findings are based on a revelatory case study in
the financial services sector and are evaluated through focus group discussions and expert interviews. Keywords: IT PPM | IT project portfolio | Agility | Alignment | Efficiency |
مقاله انگلیسی |
3 |
Management of project portfolios: Relationships of project portfolios with their contexts
مدیریت پرتفوی پروژه: روابط پرتفوی پروژه با زمینه های آنها-2020 Firms create and manage project portfolios to implement and renew their strategies. With the dominant contin- gency theory view, studies have primarily focused on project portfolios and their internal management whilst acknowledging that different practices are needed in different contexts. A strategic view of managing project portfolios, however, requires adopting a stronger external orientation, both within and outside of the firm. In this paper, we call for research on the management of project portfolios. We investigate the relationship be- tween project portfolios and their context based on four theoretical alternatives: institutional theory, stakeholder theory, resource dependence theory, and sensemaking theory. The results offer explanations to the mechanisms connecting project portfolios with their context, call for a reformulation of portfolio success, and propose a new research agenda to revitalize the study of managing project portfolios in their contexts Keywords: Project portfolio | Project portfolio management | Strategy | External context | Theory |
مقاله انگلیسی |
4 |
Customer-centric prioritization of process improvement projects
اولویت بندی مشتری محوری پروژه های بهبود فرآیند-2020 Today, customers can conveniently compare products and decide how to interact with companies. With cus- tomer centricity becoming an important success factor, companies must drive customer satisfaction not only through excellent products but also through customer-centric processes. As many companies face an abundance of action possibilities, fast-changing customer needs, and scarce resources, guidance regarding the customer- centric prioritization of process improvement projects is in high need. As existing approaches predominantly focus on process efficiency, we propose a decision model that accounts for the effects of process improvement on customer centricity in line with justificatory knowledge on value-based process decision-making, project port- folio selection, and the measurement of customer satisfaction. When building the decision model, we adopted the design science paradigm and used multi-criteria decision analysis as well as normative analytical modeling as research methods. We evaluated the model by discussing it with practitioners, by building a software prototype, and by applying it at a German insurance company. Overall, our research extends the prescriptive knowledge on process prioritization and customer process management. Keywords: Business process management | Business process improvement | Process decision-making | Customer centricity | Project portfolio selection | Kano model |
مقاله انگلیسی |
5 |
Project Portfolio Management teaching: Contributions of a gamified approach
اموزش مدیریت نمونه کارها پروژه : مشارکتهای یک رویکرد gamified-2020 Project Portfolio Management (PPM) is becoming a key competence for companies handling
numerous projects simultaneously. PPM instructors have been largely unable to transform what
is being taught into applicable skills. Gamification has been successfully applied in some educational
environments and it has been increasingly applied in Management university courses.
The objective of this study is to propose and assess a gamified strategy for teaching Project
Portfolio Management to MBA students. The implementation of this gamified experience was
carried out in 2018, 2019 and 2020 with 122 students. They were quite satisfied with the gamified
experience and recognized that the Portfolio Game Experience contributed to learning
different PPM techniques and processes, especially those associated with project prioritization
and selection. Moreover, 100% of the respondents would recommend the course to a colleague.
By qualitatively analyzing students’ feedback, this study has found out that the Portfolio Game
Experience provided the students the practical experience of actively learning what they have
seen in theory. Students also highlighted typical game characteristics that contribute to their
learning, like the fact that the game is fun, challenging, motivating and interactive. When
compared to other courses they have taken so far, students evaluate this experience as superior. Keywords: Project portfolio management | Gamification | MBA programs |
مقاله انگلیسی |