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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

-

true

throughout our innovative project management journey

-

Editor-in-Chief 1 2

-


THE ROLE OF RISK MANAGEMENT IN INNOVATION PROJECTS’ SUCCESS Kévin LOSSOUARN

Abstract Purpose of the article:

-

Methodology

ties can be managed to avoid any utmost innovation project failure that could easily lead the company to adopt -

Key words


Introduction

-

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-

-

need to face a harsh competition for market shares and there is no doubt that totally ignoring innovation projects

-


-

-

-

Internal risks

-

-

-

-

Other uncertainties

Risk management and innovation

solved.


process for companies to enhance innovative solutions implementation.

by an industrial company

-

very closely by the project managers of the industrial Company X .

decided to sue the company for non-respect of intellectual property.


-

gations.

The risk management drivers and process

-

-


it is about a long term project.

-

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

-

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

-


missions.

-

Globalization factors that impact companies

-

-


Geographical factor

-

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

-

environment of another team member located in another country.

-


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

-


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 -

-

The concept of sustainability embodies the long term satisfaction of all the parties involved in a

-

nesses operations. -


environment favors more and more short term results; everything goes and changes speeder and speeder. -

-

-

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�.

-

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

-

-

-

respect).

-

Supercapitalism� that

-


-

sustainable project management process that ignore local patterns.

-

III.

-

Figure 2: “Triple bottom line�,


Source: Ethical Obligations to Future Generations,

Green Project Management�:

-

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.

-


development).

-

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.

-

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

-

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.

-


-

-

1.3 Dealing with pressure of change and risks

-

-


-

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


-

-

functional managers but also top management. -

-


-

-

-

2.3 Build a social capital

-

-


Conclusion

-

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. -

-


References

Project Management Project Management: A Systems Approach to Planning, Scheduling and Controlling

-

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

-


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.

Holistic Marketing Management, Volume 3, Issue 4, Year 2013  

The School of Management-Marketing of the Romanian-American University prides itself that as ambitious newcomers in the educational field, w...

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