DTU ProjectLab - User contributions [en-gb]

Talk:Application of Balanced Scorecard in Portfolio Management

2019-02-26T08:25:06Z

S144296: /* Review & Critical Reflection */

==Feedback on Abstract==

{|
|'''Text clarity'''|| Good.
|-
|'''Description of the tool/theory/concept'''|| Good. However you could better described.
|-
|'''Explanation of the purpose of the article'''|| Needs to be more elaborated.
|-
|'''Relevance to curriculum'''|| Relevant but make sure you keep it within Portfolio Management.
|-
|'''References'''|| Missing references. Here are the guidelines from DTU Library: https://www.bibliotek.dtu.dk/english/servicemenu/find/reference_management/references
|-

|}

==Feedback 1 | Reviewer name: ''Brynja Benediktsdóttir''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Very clear what the goal is and how it is going to be executed. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Of the 1st version uploaded it has a nice logical flow. The chapters on steps, strengths, weaknesses, and risks have not been uploaded and therefore, are the arguments not there yet, but the article is very promising. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Few minor errors, you just need to read it over when finished with it. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Nice, appropriate figures that help to understand the concepts used. ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Yes, relevant for project portfolio management. The importance of BSC well explained. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Yes, interesting to read, and when finished I believe it will be practical reading. It goes beyond a web search with many references to books. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Not applicable – has not been done. ''

==Feedback 2 | Reviewer name: ''Birita Poulsen''==

===Review & Critical Reflection===

A highly relevant article, which is especially relevant to PPM as addressed. In the opening of the article (abstract) the purpose is clearly articulated and it leaves the reader hungry to learn more. Good job.

At the beginning of each section, you state what will be outlined and discussed, which is good.

Since the article is not fully finished, it is difficult to fully evaluate. Since the Implementation part is missing, it is not possible to judge, whether the article will provide hands-on guidance. For now, it does not. To make the article more tangible, it would be useful to incorporate some kind of example of “How to use/apply a BSC”. Once more, maybe there is a plan of incorporating this into the final version.

The article is interesting for a practitioner and an academic. However, it might be a little bit more interesting for a practitioner. Therefore, a good idea is to try to step into a practitioners shoes, a take a look from that point of view, if she/he can apply the BSC after reading this article.

There are some grammatical errors throughout the article, but minor ones. If you would like to know specifically where then feel free to reach out to me and I can point out the specific sentences I am referring to.

The article is credible and incorporates the provided reference material appropriately combined with other literature.

To conclude, a good article, however, missing the final part, which might cover the critical reflection mentioned above. I would be happy to read it again, once you have finished and provide some feedback if you find it useful.

Talk:Application of Balanced Scorecard in Portfolio Management

2019-02-26T08:24:23Z

S144296: /* Critical Reflection */

==Feedback on Abstract==

{|
|'''Text clarity'''|| Good.
|-
|'''Description of the tool/theory/concept'''|| Good. However you could better described.
|-
|'''Explanation of the purpose of the article'''|| Needs to be more elaborated.
|-
|'''Relevance to curriculum'''|| Relevant but make sure you keep it within Portfolio Management.
|-
|'''References'''|| Missing references. Here are the guidelines from DTU Library: https://www.bibliotek.dtu.dk/english/servicemenu/find/reference_management/references
|-

|}

==Feedback 1 | Reviewer name: ''Brynja Benediktsdóttir''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Very clear what the goal is and how it is going to be executed. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Of the 1st version uploaded it has a nice logical flow. The chapters on steps, strengths, weaknesses, and risks have not been uploaded and therefore, are the arguments not there yet, but the article is very promising. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Few minor errors, you just need to read it over when finished with it. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Nice, appropriate figures that help to understand the concepts used. ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Yes, relevant for project portfolio management. The importance of BSC well explained. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Yes, interesting to read, and when finished I believe it will be practical reading. It goes beyond a web search with many references to books. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Not applicable – has not been done. ''

==Feedback 2 | Reviewer name: ''Birita Poulsen''==

===Review & Critical Reflection===

A highly relevant article, which is especially relevant to PPM as addressed. In the opening of the article (abstract) the purpose is clearly articulated and it leaves the reader hungry to learn more. Good job.

In the beginning of each section, you state what will be outlined and discussed, which is good.

Since the article is not fully finished, it is difficult to fully evaluate. Since the Implementation part is missing, it is not possible to judge, whether the article will provide hands on guidance. For now, it does not. To make the article more tangible, it would be useful to incorporate som kind of example of “How to use/apply a BSC”. Once more, maybe there is a plan of incorporating this into the final version.

The article is both interesting for a practitioner and an academic. However, it might be a little bit more interesting for a practitioner. Therefore, a good idea is to try to step into a practitioners shoes, a take a look from that point of view, if she/he can apply the BSC after reading this article.

There are some grammatical errors throughout the article, but minor ones. If you would like to know specifically where, feel free to reach out to me and I can point out out the specific sentences I am referring to.

The article is credible and incorporates the provided reference material appropriately combined with other literature.

To conclude, a good article, however, missing the final part, which might cover the critical reflection mentioned above. I would be happy to read it again, once you have finished and provide some feedback if you find it useful.

Talk:Application of Balanced Scorecard in Portfolio Management

2019-02-26T08:21:58Z

S144296: /* Feedback 2 | Reviewer name: Birita Poulsen */

==Feedback on Abstract==

{|
|'''Text clarity'''|| Good.
|-
|'''Description of the tool/theory/concept'''|| Good. However you could better described.
|-
|'''Explanation of the purpose of the article'''|| Needs to be more elaborated.
|-
|'''Relevance to curriculum'''|| Relevant but make sure you keep it within Portfolio Management.
|-
|'''References'''|| Missing references. Here are the guidelines from DTU Library: https://www.bibliotek.dtu.dk/english/servicemenu/find/reference_management/references
|-

|}

==Feedback 1 | Reviewer name: ''Brynja Benediktsdóttir''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Very clear what the goal is and how it is going to be executed. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Of the 1st version uploaded it has a nice logical flow. The chapters on steps, strengths, weaknesses, and risks have not been uploaded and therefore, are the arguments not there yet, but the article is very promising. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Few minor errors, you just need to read it over when finished with it. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Nice, appropriate figures that help to understand the concepts used. ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Yes, relevant for project portfolio management. The importance of BSC well explained. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Yes, interesting to read, and when finished I believe it will be practical reading. It goes beyond a web search with many references to books. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Not applicable – has not been done. ''

==Feedback 2 | Reviewer name: ''Birita Poulsen''==

===Critical Reflection===

A highly relevant article, which is especially relevant to PPM as addressed. In the opening of the article (abstract) the purpose is clearly articulated and it leaves the reader hungry to learn more. Good job.

In the beginning of each section, you state what will be outlined and discussed, which is good.

Since the article is not fully finished, it is difficult to fully evaluate. Since the Implementation part is missing, it is not possible to judge, whether the article will provide hands on guidance. For now, it does not. To make the article more tangible, it would be useful to incorporate som kind of example of “How to use/apply a BSC”. Once more, maybe there is a plan of incorporating this into the final version.

The article is both interesting for a practitioner and an academic. However, it might be a little bit more interesting for a practitioner. Therefore, a good idea is to try to step into a practitioners shoes, a take a look from that point of view, if she/he can apply the BSC after reading this article.

There are some grammatical errors throughout the article, but minor ones. If you would like to know specifically where, feel free to reach out to me and I can point out out the specific sentences I am referring to.

The article is credible and incorporates the provided reference material appropriately combined with other literature.

To conclude, a good article, however, missing the final part, which might cover the critical reflection mentioned above. I would be happy to read it again, once you have finished and provide some feedback if you find it useful.

Talk:Application of Balanced Scorecard in Portfolio Management

2019-02-26T08:20:02Z

S144296: /* Feedback 2 | Reviewer name: Birita Poulsen */

==Feedback on Abstract==

{|
|'''Text clarity'''|| Good.
|-
|'''Description of the tool/theory/concept'''|| Good. However you could better described.
|-
|'''Explanation of the purpose of the article'''|| Needs to be more elaborated.
|-
|'''Relevance to curriculum'''|| Relevant but make sure you keep it within Portfolio Management.
|-
|'''References'''|| Missing references. Here are the guidelines from DTU Library: https://www.bibliotek.dtu.dk/english/servicemenu/find/reference_management/references
|-

|}

==Feedback 1 | Reviewer name: ''Brynja Benediktsdóttir''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Very clear what the goal is and how it is going to be executed. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Of the 1st version uploaded it has a nice logical flow. The chapters on steps, strengths, weaknesses, and risks have not been uploaded and therefore, are the arguments not there yet, but the article is very promising. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Few minor errors, you just need to read it over when finished with it. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Nice, appropriate figures that help to understand the concepts used. ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Yes, relevant for project portfolio management. The importance of BSC well explained. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Yes, interesting to read, and when finished I believe it will be practical reading. It goes beyond a web search with many references to books. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Not applicable – has not been done. ''

==Feedback 2 | Reviewer name: ''Birita Poulsen''==

===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===

A highly relevant article, which is especially relevant to PPM as addressed. In the opening of the article (abstract) the purpose is clearly articulated and it leaves the reader hungry to learn more. Good job.

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear? Yes

Is there a logical flow to the article? Yes

Does one part build upon the other? It will.

Is the article consistent in its argument and free of contradictions? -

What would you suggest to improve? -

===Answer 2===

In the beginning of each section, you state what will be outlined and discussed, which is good.

Since the article is not fully finished, it is difficult to fully evaluate. Since the Implementation part is missing, it is not possible to judge, whether the article will provide hands on guidance. For now, it does not. To make the article more tangible, it would be useful to incorporate som kind of example of “How to use/apply a BSC”. Once more, maybe there is a plan of incorporating this into the final version.

The article is both interesting for a practitioner and an academic. However, it might be a little bit more interesting for a practitioner. Therefore, a good idea is to try to step into a practitioners shoes, a take a look from that point of view, if she/he can apply the BSC after reading this article.

There are some grammatical errors throughout the article, but minor ones. If you would like to know specifically where, feel free to reach out to me and I can point out out the specific sentences I am referring to.

The article is credible and incorporates the provided reference material appropriately combined with other literature.

To conclude, a good article, however, missing the final part, which might cover the critical reflection mentioned above. I would be happy to read it again, once you have finished and provide some feedback if you find it useful.

Talk:Application of Balanced Scorecard in Portfolio Management

2019-02-26T08:16:37Z

S144296:

==Feedback on Abstract==

{|
|'''Text clarity'''|| Good.
|-
|'''Description of the tool/theory/concept'''|| Good. However you could better described.
|-
|'''Explanation of the purpose of the article'''|| Needs to be more elaborated.
|-
|'''Relevance to curriculum'''|| Relevant but make sure you keep it within Portfolio Management.
|-
|'''References'''|| Missing references. Here are the guidelines from DTU Library: https://www.bibliotek.dtu.dk/english/servicemenu/find/reference_management/references
|-

|}

==Feedback 1 | Reviewer name: ''Brynja Benediktsdóttir''==
===Question 1 · TEXT===
'''Quality of the summary:'''

Does the summary make the key focus, insights and/or contribution of the article clear?

What would you suggest to improve?

===Answer 1===
''Very clear what the goal is and how it is going to be executed. ''

===Question 2 · TEXT===
'''Structure and logic of the article:'''

Is the argument clear?

Is there a logical flow to the article?

Does one part build upon the other?

Is the article consistent in its argument and free of contradictions?

What would you suggest to improve?

===Answer 2===
''Of the 1st version uploaded it has a nice logical flow. The chapters on steps, strengths, weaknesses, and risks have not been uploaded and therefore, are the arguments not there yet, but the article is very promising. ''

===Question 3 · TEXT===
'''Grammar and style:'''

Is the writing free of grammatical and spelling errors?

Is the language precise without unnecessary fill words?

What would you suggest to improve?

===Answer 3===
''Few minor errors, you just need to read it over when finished with it. ''

===Question 4 · TEXT===
'''Figures and tables:'''

Are figures and tables clear?

Do they summarize the key points of the article in a meaningful way?

What would you suggest to improve?

===Answer 4===
''Nice, appropriate figures that help to understand the concepts used. ''

===Question 5 · TEXT===
'''Interest and relevance:'''

Is the article of high practical and / or academic relevance?

Is it made clear in the article why / how it is relevant?

What would you suggest to improve?

===Answer 5===
''Yes, relevant for project portfolio management. The importance of BSC well explained. ''

===Question 6 · TEXT===
'''Depth of treatment:'''

Is the article interesting for a practitioner or academic to read?

Does it make a significant contribution beyond a cursory web search?

What would you suggest to improve?

===Answer 6===
''Yes, interesting to read, and when finished I believe it will be practical reading. It goes beyond a web search with many references to books. ''

===Question 7 · TEXT===
'''Annotated bibliography:'''

Does the article properly cite and acknowledge previous work?

Does it briefly summarize the key references at the end of the article?

Is it based on empirical data instead of opinion?

What would you suggest to improve?

===Answer 7===
''Not applicable – has not been done. ''

==Feedback 2 | Reviewer name: ''Birita Poulsen''==

A highly relevant article, which is especially relevant to PPM as addressed. In the opening of the article (abstract) the purpose is clearly articulated and it leaves the reader hungry to learn more. Good job.

In the beginning of each section, you state what will be outlined and discussed, which is good.

Since the article is not fully finished, it is difficult to fully evaluate. Since the Implementation part is missing, it is not possible to judge, whether the article will provide hands on guidance. For now, it does not. To make the article more tangible, it would be useful to incorporate som kind of example of “How to use/apply a BSC”. Once more, maybe there is a plan of incorporating this into the final version.

The article is both interesting for a practitioner and an academic. However, it might be a little bit more interesting for a practitioner. Therefore, a good idea is to try to step into a practitioners shoes, a take a look from that point of view, if she/he can apply the BSC after reading this article.

There are some grammatical errors throughout the article, but minor ones. If you would like to know specifically where, feel free to reach out to me and I can point out out the specific sentences I am referring to.

The article is credible and incorporates the provided reference material appropriately combined with other literature.

To conclude, a good article, however, missing the final part, which might cover the critical reflection mentioned above. I would be happy to read it again, once you have finished and provide some feedback if you find it useful.

Articles Spring Term 2019

2019-02-19T11:13:02Z

S144296: /* Overview of 2019 Wiki articles */

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|13
|Dimitrios
|Kokkinopoulos
|s182528
|[[Due Diligence on Wind Farm Assets]]
|-
|-
|13
|Evgenia
|Chatzivasileiou
|s182299
|[[Project Sponsorship]]
|-
|-
|13
|Theodoros
|Seremetakis
|s183272
|[[Investment portfolio management]]
|-
|5
|Federica
|Menti
|S182994
|[[Getting Things Done (David Allen)]]
|-
|-
|2
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|-
|9
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|14
|Alexandros
|Bellos
|AlexBellos
|[[Effective Brainstorming]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|Group Number Pending
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group 10
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|11
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|8
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|4
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|3
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|Group Number Pending
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|Group Number Pending
|Bartlomiej
|Maciej
|Tyczynski
|[[Outcome, output, benefit]]
|-
|-
|16
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|16
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
|Group Number 5
|Pedro
|Lopes da Cunha
|PedroLopesCunha
|[[Project Management: Cost vs. Price]]
|-
|-
|Group Number Pending
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|Group Number Pending
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|12
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group 11
|Anne
|Dittmann
|Anne
|[[Organisational Design and Structures]]
|-
|-
|12
|Thea
|Pedersen
|Thea
|[[Agile One Page Project Management]]
|-
|-
|Group Number Pending
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|4
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|6
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|6
|Julie
|Rostgaard Andersen
|s123790
|[[Use of Business Model Canvas to Kickstart the project management]]
|-
|-
|8
|Dilan
|Casablanca
|Dilan Casablanca
|[[Prefabricated houses (industrial process)]]
|-
|5
|Sandro
|Pina
|SandroPina
|[[Create a pitch]]
|-
|-
|11
|Kristoffer
|Glahn
|s133378
|[[Vision statement]]
|-
|-
|Group Number 8
|Maria Christina
|Prokou
|Mprokou
|[[Negotiation Skills]]
|-
|-
|3
|Habib (Seyed)
|Bahrami
|Habib
|[[Project Uniqueness]]
|-
|-
|12
|Amani
|Alabdullah
|s173307
|[[Integrated Project Delivery (IPD)]]
|-
|-
|12
|Andreas
|Riposati
|Ripo
|[[Basic estimation techniques]]
|-
|-
|10
|Mark
|Christiansen
|s152736
|[[Stephen Covey's seven principles]]
|-
|-
|6
|Signe
|Bjerrum
|s141886
|[[The Triple Constraint in Project Management]]
|-
|-
|9
|Sebastian
|Walther
|Sebastian
|[[Value Canvas in Projects]]
|-
|-
|9
|Keegan
|van Kooten
|Keegan
|[[Planning Poker for Improved Project Delivery]]
|-
|-
| 8
|Hagos Zeru
|Gide
|Trhas
|[[BIM as a project management tool on construction companies]]
|-
|-
|-
|-
|Group Number Pending
|William
|Durant
|Mangum
|[[Crisis Management when there is a Project Cost Overrun]]
|-
|-
|-
|9
|Shri Tejas
|Vedula
|Tehass 7
|[[The implementation of KPIs]]
|-
|-
|9
|Casper
|Gandil Qvortrup
|CasperGandil
|[[Application of Balanced Scorecard in Portfolio Management]]
|-
|-
|12
|Veronika Zsuzsanna
|Bankó
|Veronikabanko
|[[Determining Measurement Methods in Earned Value Management]]
|-
|-
|Group Number Pending
|Mercedes
|Hachmann
|Mercedes Hachmann
|[[Design Thinking]]
|-
|-
|Group 1
|Rasmus
|Bjerg
|Rasmusbjerg
|[[Cash flow and milestone payments]]
|-
|-
|15
|Moritz
|Gutheil
|MoritzGutheil
|[[Dan Pink on Motivation]]
|-
|-
|Group 5
|Giorgia
|Scartozzi
|GiorgiaS
|[[Resource-Constrained Critical Path Method]]
|-
|-
|Group 3
|Hannah
|Kürschner
|Hannah
|[[Projects integrating Sustainable Methods]]
|-
|-
|Group 17
|Daniel
|Vorting
|s141018
|[[Product family master plan]]
|-
|-
|Group 10
|André
|Condamine
|S173349
|[[Belbin's Team Roles]]
|-
|-
|7
|Kristine
|Kaulberg
|Kristbk
|[[Governance of Project Management]]
|-
|Group Number 17
|Sai Mahesh
|Nadukuru
|Sm nadukuru
|[[Process Planning and Cost Estimation]]
|-
|-
|7
|Gustav
|Josephsen
|Gustav Josephsen
|[[Potentials of Key Performance Indicators]]
|-
|-
|11
|Rikke Louise Kjær
|Knudsen
|RikkeK
|[[Milestones in Project Planning]]
|-
|-
|2
|Hedin
|Gunnarsstein Poulsen
|hedinp
|[[Resources]]
|-
|-
|3
|Isabel
|Wang
|isabel.w
|[[Benefits Realization Management as a key driver of Project Management Effectiveness]]
|-
|12
|Frederik
|Sørensen
|FTSN
|[[Hersey and Blanchard's Situational Leadership]]
|-
|4
|Simon
|Muurholm Hansen
|Muurholm
|[[Performance-based contracting]]
|-
|6
|Charles
|Hemmingsen
|s122801
|[[Programmification of work]]
|-
|17
|Alberto
|Tognon
|s172420
|[[Project Management in pharmaceutical industry]]
|-
|17
|Stefano
|Di Lenardo
|s190056
|[[A conceptual framework of sustainability in project management]]
|-
|5
|Arndt
|Oschinsky
|AJO
|[[The Project Charter]]
|-

|16
|Dana Rut
|Gunnarsdóttir
|s180289
|[[Project Management Reporting]]
|-

|-
|8
|Anna
|Shevchenko
|Anutka
|[[SAFe]]
|-

|-
|1
|Thomas
|Boel
|Morning
|[[Cost Control]]
|-

|-
|6
|Ole
|Moe
|s186359
|[[Prince2]]
|-

|-
|2
|Nikolaj
|Petersen
|s173344
|[[Managing habits in a project]]
|-

|-
|15
|Sofie
|Martinussen
|Sofie Martinussen
|[[Improve communication with active listening]]
|-

|-
|2
|Sophia
|Nielsen
|s114901
|[[Adaptive Project Management]]
|-

|-
|10
|Costanza
|Sesti
|Costanza Sesti
|[[Systems Theory in Project Management]]
|-
|-
|-
|7
|Mathias
|Steuch
|Msteuch
|[[SMART goals - A Project Manager Tool]]
|-
|-
|-
|16
|Marie
|Bukkholm
|s182741
|[[Resource breakdown structure]]
|-
|-
|16
|Karina
|Kindingstad
|Karina
|[[Benefits of systems engineering]]
|-
|-
|16
|Robert
|Kjønås
|RobertK
|[[Human behaviors in scheduling]]
|-
|-
|8
|Bashir
|Isse
|BJI
|[[Decision-making]]
|-
|-
|15
|Andreas
|Tuxen
|S153408
|[[Requirements management using SysML]]
|-
|-
|-
|3
|Helene
|Gravdal
|S182610
|[[Key performance indicator (KPI)]]
|-
|17
|Rajat
|Kumar
|S181289
|[[Risk Log]]
|-
|-
|9
|Osman Furkan
|Simsek
|S182730
|[[Maslow's Hierarchy of Needs and Project Management]]
|-
|1
|Søren
|Bojesen
|s135284
|[[Evolutionary purpose as motivational driver in project and programme management]]
|-
|15
|Mads Mohr
|Madsen
|s144416
|[[Application of Agile]]
|-
|-
|7
|Helena Brandt
|Rejndrup
|S145492
|[[Leadership vs. management]]
|-
|-
|13
|Behzad
|Sanie
|S122919
|[[Four types of dependency]]
|-
|-
|1
|Kevin
|Lim
|s123368
|[[What is SWOT]]
|-
|-
|1
|Alexander
|Bagge
|s123908
|[[Risk identification methods]]
|-
|-
|7
|Mie Cuhre
|Anker
|s143895
|[[Optimism bias, Strategic Misinterpretation and Reference Class Forecasting (RCF)]]
|-
|-
|10
|Martin
|Kirk
|s162004
|[[Communication and Media Richness Assurance in High-performance Projects]]
|-
|-
|11
|Birita
|Poulsen
|s144296
|[[Designing Organizational Structure]]

Articles Spring Term 2019

2019-02-19T11:12:31Z

S144296: /* Overview of 2019 Wiki articles */

=Overview of 2019 Wiki articles=

{| class="wikitable sortable"
|+Spring Term 2019 Wiki Articles
|13
|Dimitrios
|Kokkinopoulos
|s182528
|[[Due Diligence on Wind Farm Assets]]
|-
|-
|13
|Evgenia
|Chatzivasileiou
|s182299
|[[Project Sponsorship]]
|-
|-
|13
|Theodoros
|Seremetakis
|s183272
|[[Investment portfolio management]]
|-
|5
|Federica
|Menti
|S182994
|[[Getting Things Done (David Allen)]]
|-
|-
|2
|Panagiotis
|Vounatsos
|PanosVoun
|[[Epistemic vs. Aleatory uncertainty]]
|-
|-
|9
|Jack
|Frain
|Fraino12345
|[[Stakeholder Management Processes in Projects]]
|-
|-
|14
|Alexandros
|Bellos
|AlexBellos
|[[Effective Brainstorming]]
|-
|-
|Group Number Pending
|Edoardo
|Braccini
|EdoBraa
|[[Benefits Realisation Management (BRM)]]
|-
|-
|Group Number Pending
|Andrea
|Könnecke
|Andrea Könnecke
|[[Shannon & Weaver Model for Communication]]
|-
|-
|Group 10
|Srdjan
|Gluhovic
|srdjangluhovic
|[[Project Scope Control Management]]
|-
|-
|11
|Casper
|Claudinger
|Casper
|[[Managing projects in a functional organization]]
|-
|-
|8
|Ronglian
|Wei
|Panda Lian
|[[Conceptual levels of competence]]
|-
|-
|4
|Jesper
|Wolters
|Wolters
|[[Resource allocation and crashing]]
|-
|-
|3
|Oliwia
|Sonia
|Lubiarz
|[[Meeting Management]]
|-
|-
|Group Number Pending
|Francisco
|Almirudis
|Frank Almirudis
|[[Scheduling: Critical path, PERT and Gantt]]
|-
|-
|Group Number Pending
|Bartlomiej
|Maciej
|Tyczynski
|[[Outcome, output, benefit]]
|-
|-
|16
|Brynja
|Benediktsdóttir
|Brynja Ben.
|[[The Periodic Table of Project Management]]
|-
|-
|16
|Jonina Thora
|Einarsdottir
|Jonina Thora
|[[Project Management Success Factors]]
|-
|-
|Group Number 5
|Pedro
|Lopes da Cunha
|PedroLopesCunha
|[[Project Management: Cost vs. Price]]
|-
|-
|Group Number Pending
|Sarantis
|Pavlidis
|Sarantis
|[[Types of activities]]
|-
|Group Number Pending
|Rikke
|Andersen
|RikkeA
|[[Cognitive Bias]]
|-
|-
|12
|Johan
|Hilsøe
|s154073
|[[Unidentified Risks]]
|-
|-
|Group Number Pending
|Mads
|Kronholm
|Mads Kronholm
|[[DMAIC]]
|-
|-
|Group 11
|Anne
|Dittmann
|Anne
|[[Organisational Design and Structures]]
|-
|-
|12
|Thea
|Pedersen
|Thea
|[[Agile One Page Project Management]]
|-
|-
|Group Number Pending
|Madalina
|Grigoras
|s186465
|[[Value to whom?]]
|-
|-
|4
|Martin
|Eberholst Carlsen
|Martineberholstcarlsen
|[[Project Initiation Management in construction]]
|-
|-
|6
|Rasmine
|Søgren
|s145320
|[[Outcome]]
|-
|-
|6
|Julie
|Rostgaard Andersen
|s123790
|[[Use of Business Model Canvas to Kickstart the project management]]
|-
|-
|8
|Dilan
|Casablanca
|Dilan Casablanca
|[[Prefabricated houses (industrial process)]]
|-
|5
|Sandro
|Pina
|SandroPina
|[[Create a pitch]]
|-
|-
|11
|Kristoffer
|Glahn
|s133378
|[[Vision statement]]
|-
|-
|Group Number 8
|Maria Christina
|Prokou
|Mprokou
|[[Negotiation Skills]]
|-
|-
|3
|Habib (Seyed)
|Bahrami
|Habib
|[[Project Uniqueness]]
|-
|-
|12
|Amani
|Alabdullah
|s173307
|[[Integrated Project Delivery (IPD)]]
|-
|-
|12
|Andreas
|Riposati
|Ripo
|[[Basic estimation techniques]]
|-
|-
|10
|Mark
|Christiansen
|s152736
|[[Stephen Covey's seven principles]]
|-
|-
|6
|Signe
|Bjerrum
|s141886
|[[The Triple Constraint in Project Management]]
|-
|-
|9
|Sebastian
|Walther
|Sebastian
|[[Value Canvas in Projects]]
|-
|-
|9
|Keegan
|van Kooten
|Keegan
|[[Planning Poker for Improved Project Delivery]]
|-
|-
| 8
|Hagos Zeru
|Gide
|Trhas
|[[BIM as a project management tool on construction companies]]
|-
|-
|-
|-
|Group Number Pending
|William
|Durant
|Mangum
|[[Crisis Management when there is a Project Cost Overrun]]
|-
|-
|-
|9
|Shri Tejas
|Vedula
|Tehass 7
|[[The implementation of KPIs]]
|-
|-
|9
|Casper
|Gandil Qvortrup
|CasperGandil
|[[Application of Balanced Scorecard in Portfolio Management]]
|-
|-
|12
|Veronika Zsuzsanna
|Bankó
|Veronikabanko
|[[Determining Measurement Methods in Earned Value Management]]
|-
|-
|Group Number Pending
|Mercedes
|Hachmann
|Mercedes Hachmann
|[[Design Thinking]]
|-
|-
|Group 1
|Rasmus
|Bjerg
|Rasmusbjerg
|[[Cash flow and milestone payments]]
|-
|-
|15
|Moritz
|Gutheil
|MoritzGutheil
|[[Dan Pink on Motivation]]
|-
|-
|Group 5
|Giorgia
|Scartozzi
|GiorgiaS
|[[Resource-Constrained Critical Path Method]]
|-
|-
|Group 3
|Hannah
|Kürschner
|Hannah
|[[Projects integrating Sustainable Methods]]
|-
|-
|Group 17
|Daniel
|Vorting
|s141018
|[[Product family master plan]]
|-
|-
|Group 10
|André
|Condamine
|S173349
|[[Belbin's Team Roles]]
|-
|-
|7
|Kristine
|Kaulberg
|Kristbk
|[[Governance of Project Management]]
|-
|Group Number 17
|Sai Mahesh
|Nadukuru
|Sm nadukuru
|[[Process Planning and Cost Estimation]]
|-
|-
|7
|Gustav
|Josephsen
|Gustav Josephsen
|[[Potentials of Key Performance Indicators]]
|-
|-
|11
|Rikke Louise Kjær
|Knudsen
|RikkeK
|[[Milestones in Project Planning]]
|-
|-
|2
|Hedin
|Gunnarsstein Poulsen
|hedinp
|[[Resources]]
|-
|-
|3
|Isabel
|Wang
|isabel.w
|[[Benefits Realization Management as a key driver of Project Management Effectiveness]]
|-
|12
|Frederik
|Sørensen
|FTSN
|[[Hersey and Blanchard's Situational Leadership]]
|-
|4
|Simon
|Muurholm Hansen
|Muurholm
|[[Performance-based contracting]]
|-
|6
|Charles
|Hemmingsen
|s122801
|[[Programmification of work]]
|-
|17
|Alberto
|Tognon
|s172420
|[[Project Management in pharmaceutical industry]]
|-
|17
|Stefano
|Di Lenardo
|s190056
|[[A conceptual framework of sustainability in project management]]
|-
|5
|Arndt
|Oschinsky
|AJO
|[[The Project Charter]]
|-

|16
|Dana Rut
|Gunnarsdóttir
|s180289
|[[Project Management Reporting]]
|-

|-
|8
|Anna
|Shevchenko
|Anutka
|[[SAFe]]
|-

|-
|1
|Thomas
|Boel
|Morning
|[[Cost Control]]
|-

|-
|6
|Ole
|Moe
|s186359
|[[Prince2]]
|-

|-
|2
|Nikolaj
|Petersen
|s173344
|[[Managing habits in a project]]
|-

|-
|15
|Sofie
|Martinussen
|Sofie Martinussen
|[[Improve communication with active listening]]
|-

|-
|2
|Sophia
|Nielsen
|s114901
|[[Adaptive Project Management]]
|-

|-
|10
|Costanza
|Sesti
|Costanza Sesti
|[[Systems Theory in Project Management]]
|-
|-
|-
|7
|Mathias
|Steuch
|Msteuch
|[[SMART goals - A Project Manager Tool]]
|-
|-
|-
|16
|Marie
|Bukkholm
|s182741
|[[Resource breakdown structure]]
|-
|-
|16
|Karina
|Kindingstad
|Karina
|[[Benefits of systems engineering]]
|-
|-
|16
|Robert
|Kjønås
|RobertK
|[[Human behaviors in scheduling]]
|-
|-
|8
|Bashir
|Isse
|BJI
|[[Decision-making]]
|-
|-
|15
|Andreas
|Tuxen
|S153408
|[[Requirements management using SysML]]
|-
|-
|-
|3
|Helene
|Gravdal
|S182610
|[[Key performance indicator (KPI)]]
|-
|17
|Rajat
|Kumar
|S181289
|[[Risk Log]]
|-
|-
|9
|Osman Furkan
|Simsek
|S182730
|[[Maslow's Hierarchy of Needs and Project Management]]
|-
|1
|Søren
|Bojesen
|s135284
|[[Evolutionary purpose as motivational driver in project and programme management]]
|-
|15
|Mads Mohr
|Madsen
|s144416
|[[Application of Agile]]
|-
|-
|7
|Helena Brandt
|Rejndrup
|S145492
|[[Leadership vs. management]]
|-
|-
|13
|Behzad
|Sanie
|S122919
|[[Four types of dependency]]
|-
|-
|1
|Kevin
|Lim
|s123368
|[[What is SWOT]]
|-
|-
|1
|Alexander
|Bagge
|s123908
|[[Risk identification methods]]
|-
|-
|7
|Mie Cuhre
|Anker
|s143895
|[[Optimism bias, Strategic Misinterpretation and Reference Class Forecasting (RCF)]]
|-
|-
|10
|Martin
|Kirk
|s162004
|[[Communication and Media Richness Assurance in High-performance Projects]]
|-
|-
|18
|Birita
|Poulsen
|s144296
|[[Designing Organizational Structure]]

Designing Organizational Structure

2019-02-19T08:34:25Z

S144296: /* Abstract */

==Abstract==

Designing Organizational Structure is a process which involves designing and organizing. Organizing is a process where the structure of working relationships is established to achieve organizational goals in the most efficient and effective way. Designing is the construction of a particular organizational structure based on the established structure of working relationships. The constructed organizational structure determines how the employees use resources to achieve organizational goals.

Throughout this article, the main types of organizational structure will be examined to help clarify how managers can organize and control employees and other resources to create high-performing organizations and achieve organizational goals.

There is no such thing as the perfect way to design an organizational structure since researchers have shown that some organizations require a stable and mechanistic structure, while others find a flexible and organic structure to be most effective. According to contingency theory, managers design organizational structure based on the factors that affect the organization the most and which causes them the most uncertainty.
When designing an organizational structure four factors are determinants of the type of organizational structure; the organizational environment, the type of strategy the organization wishes to pursue, the technology the organizations chooses to use and the characteristics of the organization’s human resources.

To help managers chose the most appropriate organizational structure, this article will examine the different types of organizational structure. Firstly, the grouping of tasks into jobs will be analyzed. Secondly, the grouping of jobs into functions and divisions will be analyzed, followed by the coordination of the functions and divisions. Finally, the last section includes the strategic alliances, B2B Network structures and IT, which are innovations in organizational architecture formed by the increasing globalization and use of new IT.

==References==
J. M. G. Gareth R. Jones, Essentials of Contemporary Management, Sixth edit. New York, NY 10121: McGraw-Hill Education, 2015, Chapter 7.

Designing Organizational Structure

2019-02-19T08:33:46Z

S144296: /* Abstract */

==Abstract==

Designing Organizational Structure is a process which involves designing and organizing. Organizing is a process where the structure of working relationships is established to achieve organizational goals in the most efficient and effective way. Designing is the construction of a particular organizational structure based on the established structure of working relationships. The constructed organizational structure determines how the employees use resources to achieve organizational goals.

Throughout this article, the main types of organizational structure will be examined to help clarify how managers can organize and control employees and other resources to create high-performing organizations and achieve organizational goals.

There is no such thing as the perfect way to design an organizational structure, since researchers have shown that some organizations require a stable and mechanistic structure, while others find flexible and organic structure to be most effective. According to contingency theory, managers design organizational structure based on the factors that affect the organization the most and which causes them the most uncertainty. (source)
When designing an organizational structure four factors are determinants of the type of organizational structure; the organizational environment, the type of strategy the organization wishes to pursue, the technology the organizations choses to use and the characteristics of the organization’s human resources.

To help managers chose the most appropriate organizational structure, this article will examine the different types of organizational structure. Firstly, the grouping of tasks into jobs will be analyzed. Secondly, the grouping of jobs into functions and divisions will be analyzed, followed by the coordination of the functions and divisions. Finally, the last section includes the strategic alliances, B2B Network structures and IT, which are innovations in organizational architecture formed by the increasing globalization and use of new IT.

==References==
J. M. G. Gareth R. Jones, Essentials of Contemporary Management, Sixth edit. New York, NY 10121: McGraw-Hill Education, 2015, Chapter 7.

Designing Organizational Structure

2019-02-18T10:50:00Z

S144296: Created page with "==Abstract== Designing Organizational Structure is a process which involves designing and organizing. Organizing is a process where the structure of working relationships is ..."

==Abstract==

Designing Organizational Structure is a process which involves designing and organizing. Organizing is a process where the structure of working relationships is established to achieve organizational goals in the most efficient and effective way. Designing is the construction of a particular organizational structure based on the established structure of working relationships. The constructed organizational structure determines how the employees use resources to achieve organizational goals.

Throughout this article, the main types of organizational structure will be examined to help clarify how managers can organize and control employees and other resources to create high-performing organizations and achieve organizational goals.

There is no such thing as the perfect way to design an organizational structure, since researchers have shown that some organizations require a stable and mechanistic structure, while others find flexible and organic structure to be most effective. According to contingency theory, managers design organizational structure based on the factors that affect the organization the most and which causes them the most uncertainty. (source)
When designing an organizational structure four factors are determinants of the type of organizational structure; the organizational environment, the type of strategy the organization wishes to pursue, the technology the organizations choses to use and the characteristics of the organization’s human resources.

To help managers chose the most appropriate organizational structure, this article will examine the different types of organizational structure. Firstly, the grouping of tasks into jobs will be analyzed. Secondly, the grouping of jobs into functions and divisions will be analyzed, followed by the coordination of the functions and divisions. Finally, the last section includes the strategic alliances, B2B Network structures and IT, which are innovations in organizational architecture formed by the increasing globalization and use of new IT.