Editorial Board of “Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University)
Editor-in-Chief
Editorial Board
Managing Director
Germany; President of Member of the Astana
Bernd HALLIER at GLOBALG.A.P. John SAEE
of
John L. STANTON Léon F. WEGNEZ
William PERTTULA Levent ALTINAY Dana ZADRAZILOVA Riccardo BELTRAMO Sinisa Gabriela SAB U Hélène NIKOLOPOULOU Vasa LÁSZLÓ Peter STARCHON John MURRAY Kamil Irena JINDRICHOVSKA
Budejovice -
Norbert HAYDAM Roxana CODITA Dumitru MIRON Valeriu IOAN-FRANC Iacob Virgil BALAURE Gheorghe ORZAN Luigi DUMITRESCU
Marketing Department
Technische Universit채t M체nchen, TUM School of Management
Romanian Marketing Association; Romanian Distribution Committee
Lucian Blaga University of Sibiu
Marius D. POP Petru FILIP Ion VOICU SUCALA Virgil POPA Alexandru NEDELEA Ana-Maria PREDA Ileana PONORAN
Mihai PAPUC Gheorghe ILIESCU Alexandru IONESCU Olga POTECEA Oana PREDA Nicoleta DUMITRU Monica Paula RA IU Costel NEGRICEA
tefan cel Mare University of Suceava Carol Davila University of Medicine and Pharmacy Bucharest Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University Romanian-American University
Associate Editors
Dan SMEDESCU
Art Designer Director BEJAN
“Holistic Marketing Management” (A refereed journal published four times annually by the School of Management-Marketing of the Romanian-American University) Volume 3, Issue 4, Year 2013
Contents
Theodor Valentin Purc rea - Editorial: Valuing the Event of Approaching the Project Management, Targeting Knowing How to Apply the New Understanding to Novel Situations
Kévin LOSSOUARN -
Alexis CHOUTEAU Success
Eglantine PLANTE - Corporate Social Responsibility in Project Management Processes
Baptiste PICART
Justine GARNIER - The Role of Project Manager in Achieving Project Performance
Editorial: Valuing the Event of Approaching the Project Management, Targeting Knowing How to Apply the New Understanding to Novel Situations project management� is a version of an innovative in the last editorial. event project management
the 13th edi1
on De-
Business Days� project
platform for business networking conferences workshops (focusing on the development of management and entrepreneurship abilities through and formal business networking sessions
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true
throughout our innovative project management journey
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Editor-in-Chief 1 2
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THE ROLE OF RISK MANAGEMENT IN INNOVATION PROJECTS’ SUCCESS Kévin LOSSOUARN
Abstract Purpose of the article:
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Methodology
ties can be managed to avoid any utmost innovation project failure that could easily lead the company to adopt -
Key words
Introduction
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The purpose of this research paper is to help at a better understanding of the importance of risk man-
Readers such as decision-makers and project managers should be interested in this topic as risk manage-
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need to face a harsh competition for market shares and there is no doubt that totally ignoring innovation projects
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Internal risks
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Other uncertainties
Risk management and innovation
solved.
process for companies to enhance innovative solutions implementation.
by an industrial company
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very closely by the project managers of the industrial Company X .
decided to sue the company for non-respect of intellectual property.
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gations.
The risk management drivers and process
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it is about a long term project.
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How to determine innovation success and optimize risk management in the future ?
return (calculate from Asset Allocation Worksheet) or the time to market (median times to capture learning from outliers).
panies are not tolerating risk to the same degree.
ily and then could reach a leader position in its sector of activity.
Conclusion
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appear among the major cost items of these companies.
References Risk Analysis: An International Journal Informatica Economica Innovation Management : Strategies for success and leadership Harvard Business Review
Filene Research Institute. Available at :
Project management : A Systems Approach to Planning, Scheduling, and Controlling Project management: A Systems Approach to Planning, Scheduling, and Controlling Risk Management - Current Issues and Challenges Available at : Economy Transdisciplinarity Cognition Recommendations of the National Institute of Standards and Technology
A STUDY ON THE INFLUENCE OF GLOBALIZATION ON PROJECT COMMUNICATION SUCCESS ESC RENNES SCHOOL OF BUSINESS
ABSTRACT
Keywords project management
Introduction
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missions.
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Globalization factors that impact companies
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Geographical factor
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several team members are dispersed in different countries.
ing can have a great impact on project Business as Usual tasks and sign-off gate. We have observed that there is a lack of reactivity and spontaneity in the project if internal stakeholders are not operating on the same location.
Environment duality
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environment of another team member located in another country.
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can be a biais to clear and reliable information.
diversity could lead to a reinterpretation or misunderstanding of this message. This reinterpretation can be due to
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should be a threat for the project success if it is not fully understood and managed by the project manager.
diversity.
Engineering Management Journal Project Management Journal Advance In Management Journal New York, NY : McGraw Hill Management International Review Issues in Informing Science and Information Technology Challenges & Opportunities, 24th IPMA World Congress, Istanbul Journal of Management Studies
Boston: Harvard Business School Press. University of Pennsylvania Press. John Wiley & Sons. International Migration Review
CORPORATE SOCIAL RESPONSIBILITY IN PROJECT MANAGEMENT PROCESSES Eglantine PLANTE ESC RENNES SCHOOL OF BUSINESS Abstract More and more Multinational Corporation use Corporate Social Responsibility projects to improve their brand
Key words
Introduction
their surrounding environment in a long term perspective.
I. 1.1 The combination of CSR and Project Management means that it is possible to manage projects -
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The concept of sustainability embodies the long term satisfaction of all the parties involved in a
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nesses operations. -
environment favors more and more short term results; everything goes and changes speeder and speeder. -
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moral obligation sustainability a license to operate (some government agreements and legal issues have to be respected because of ethical matters) and the reputation impact
II. Why is it challenging to implement
a theoretical unachievable ambition?
uting to the greater good is more than just a marketing tool---it is a market opportunity�.
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sion only for a form of advertisement. This is a real danger for companies because they take the risk to
Figure 1: Corporate Social Responsibility Source:
Making the most of corporate social responsibility
two paradoxical directions
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respect).
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Supercapitalism� that
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sustainable project management process that ignore local patterns.
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III.
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Figure 2: “Triple bottom line�,
Source: Ethical Obligations to Future Generations,
Green Project Management�:
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There is a method using information technology that helps to determine the measurement of susprovides a clear standard document addressed to the project team and is composed of these actions tranverify and improve�. Documents could be modeled to provide standards for long term policies reporting. Three main criteria are critical to see the return of investment of a CSR and strategic approach of proj-
Develop clever partnership network
clusion).
Figure 3: Overview of project management concepts and their relationships Source: Conclusion
References AGILE PROJECT MANAGEMENT: INTEREST AND LIMITS
Baptiste PICART
ESC RENNES SCHOOL OF BUSINESS
Abstract th
century to better manage -
Agile Project Management
Introduction
th
control� approach and purposed the idea of sharing out responsibilities throughout the team project members.
AGILE PROJECT MANAGEMENT: INTEREST AND LIMITS Baptiste PICART ESC RENNES SCHOOL OF BUSINESS Abstract th
century to better manage -
Agile Project Management
Introduction
th
control� approach and purposed the idea of sharing out responsibilities throughout the team project members.
What is Project Management? -
and the building of the solution. This discipline arose little by little all along the beginning of the XX th century initiated by the U.S. Department of Defense. The begginingsof Agile Project Management the Manifesto for Agile Software Development introducing the Agile Project Management theory. They de-
The different types of Agile Project Management according to Wysocki
Table 1: Characteristics of the four main types of Agile Project Management Strategy Incremental
Pro’s
beginning
Con’s Schedule not adapted to changes
Changes can postpone the project
Use of templates customer Iterative Can manage changes at each iteration
customer
Adaptive
Continuous change process Saves time
Extreme
Cannot have a clear idea of the result at the beginning The team project has to have the ability to effectively address changes Loose of time and money
Different options provided Several solutions purposed all along the project
Table 2: Pattern to choose the agile strategy according to the project goal and solution Solution
Clear
Goal Clear
strategies Adaptive Strategy
A response to some hearsay agile -
discourage managers to adopt it.
1.
discount to satisfy the customer.
the project.
dividing it in several agile small projects.
3. Agile Project Management involves a lack a control and processes
creativity and leads to a disappointing result contrary to Agile Project Management.
1.
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development).
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2. Limits Agile Project Management also contains limits. The main limits are reportedly that:
highly technical).
manager to predict everything since the start.
due to an important number of iterations.
Conclusion
advantages of each.
References
PM Network Harvard Business Review
Communications of AIS Project Management Journal Electrical Construction &Maintenance
Forbes Strategy & Leadership Journal of Computer Information Systems Harvard Business Press, Leading teams: Setting the stage for great performances Advanced project management Project Management Journal Practices for Scaling Lean & Agile Development. Addison-Wesley The Journal of Quality Assurance Institute Effective Software Project Management
Agile Journal
THE ROLE OF PROJECT MANAGER IN ACHIEVING PROJECT PERFORMANCE Justine GARNIER ESC RENNES SCHOOL OF BUSINESS ABSTRACT
The motivation of
Keywords:
Introduction
his skills and abilities and his role to lead his team according to team success factors.
companies.
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succeed.
1. PROJECT MANAGER PERFORMANCE
pressure to change and risk. 1.1 Be a technical expert
to some stakeholders. -
Managing of information implied a management of technology too. A management of technology includes
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is really useful for project management.
is primordial to decide priorities but also to coordinate cross-functional team members and other stakeholders
1.2 Be a leader -
the stage of project.
sion of future. They are change agents. Transformational leadership style is good for Research and Development rely on their subordinates and individuals. Participative leaders are able to involve persons in decisions. They give autonomy and responsibility to other: ability to delegate.
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1.3 Dealing with pressure of change and risks
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solving problems and managing change.
2. MANAGEMENT OF TEAM PERFORMANCE
motivating his team and building a social capital. 2.1 General people-related factors
are crucial to achieve project performance.
Figure 2: Project Performance Model
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functional managers but also top management. -
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2.3 Build a social capital
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Conclusion
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the most important in managing team success. -
completely invested and surpass themselves. This is possible by a strong motivation from team members but also
team and manager has sometimes to be authoritarian to manage deviant team members. -
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References
Project Management Project Management: A Systems Approach to Planning, Scheduling and Controlling
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Harvard Business Review International Journal of Project Management Engineering Management Journal
Journal of Computer Information Systems
Project Management Journal
PM Network
Handbook of Research in International Human Resource Management Harvard Business Review Must the project manager become a chameleon? Leadership styles for project managers
The Importance of Taking Risks The Best Project Managers are Emotion-driven Leaders How Nasa Build Teams
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KEY CHARACTERISTICS AND CURRENT CHALLENGE OF AN EFFECTIVE COMMUNICATION IN A PROJECT Marie THUAU ESC RENNES SCHOOL OF BUSINESS Abstract
implement an interactive and planned communication to succeed in a project management and projects. Key words:
1.
information to the right person at the right time and in a cost-effective manner�. The
The key stake for the project manager is to implement an interactive communication that means sending of the stakeholders involved in the project and give them the information that they really need but also to
reaction of the audience.