Post-Covid-19 Pandemic IT Project Management Skills and Challenges

Since December 2019, the COVID-19 pandemic has harmed social, financial, and work life. The novel coronavirus has caused problems in all business sectors, including Information Technology(IT). Many Projects have been stopped or delayed due to the impact of this pandemic. Most of the companies recognized the importance of IT to achieve competitive advantage and to survive. Companies are investing a lot of money in IT projects. More than 60% of IT project fail. Lack of professional IT project management is one of the main reasons for that fail. Managing IT projects is a complex problem. Crises such as COVID 19 and uncertainty are increasing the complexity and challenges in IT projects management. This paper investigates what are the IT project management Key success factors required during and after the Pandemic. Secondary data were collected from literature review in the field of IT project management. an online questionnaire was used to collect the primary data from 107 IT firms. 323 respondents were participated. It is concluded that the following Key success factors are required: e-communication, centralization of data, online project monitoring, designing new policies and guidelines for incorporating new work culture, gaining and establishing project risk management exercises, especially cybersecurity and data protection by gaining access to the latest tools, establishing a culture for strict usage of Personal Protective Equipment (PPEs) to help project managers complete projects safely, and top management support. © 2023 IEEE.

Key Success Factors of 3D OBN Survey in a Congested Oil Field in the Caspian Sea

In this paper, we present and demonstrate that the implementation of an efficient Project Management Strategy has effectively contributed in a safe and successful completion of a very complex 3D OBN Seismic Survey in congested Oil fields. Thus, delivering high quality data on schedule and within the predetermined budget at the full satisfaction of all involved parties and stakeholders. Strong commitment to HSSE Standards and working as an integrated One-Team with full collaboration and continuous communication between all the Team members are among the main Success Factors of the 3D seismic survey which was carried out during the critical period of COVID-19. Moreover, the deployment of experienced personnel, advanced and reliable Technologies with adequate equipment have also extended the efficiency of this OBN 3D seismic survey. Preliminary results of 3D seismic data processing, interpretation and reservoir characterization are also briefly presented and discussed as a clear enhancement of data quality was already observed compared to the legacy 3D OBC data set. A fast track small 3D cube was successfully processed as an utmost and urgent priority for appraisal well selection, design and drilling. Copyright © 2023, Society of Petroleum Engineers.

Identification of Key Factors for Optimized Health Care Services: Protocol for a Multiphase Study of the Dubai Vaccination Campaign.

BACKGROUND: Mass vaccination of the global population against the novel COVID-19 outbreak posed multiple challenges, including effectively administering millions of doses in a short period of time while ensuring public safety and accessibility. The government of Dubai launched a mass campaign in December 2020 to vaccinate all its citizens and residents, targeting the population aged >18 years against COVID-19. The vaccination campaign involved a transformation of multiple commercial spaces into mass vaccination centers across the city of Dubai, the largest of which was the Dubai One Central (DOC) vaccination center. It was operational between January 17, 2021, and 27 January 27, 2022. OBJECTIVE: The multiphase research study aims to empirically explore the opinions of multiple health care stakeholders, elicit the key success factors that can influence the effective delivery of emergency health care services such as a COVID-19 mass vaccination center, and explore how these factors relate to one another. METHODS: To understand more about the operations of the DOC vaccination center, the study follows a multiphase design divided into 2 phases. The study is being conducted by the Institute for Excellence in Health Professions Education at Mohammed Bin Rashid University of Medicine and Health Sciences between December 2021 and January 2023. To elicit the key success factors that contributed to the vaccination campaign administered at DOC, the research team conducted 30 semistructured interviews (SSIs) with a sample of staff and volunteers who worked at the DOC vaccination center. Stratified random sampling was used to select the participants, and the interview cohort included representatives from the management team, team leaders, the administration and registration team, vaccinators, and volunteers. A total of 103 people were invited to take part in the research study, and 30 agreed to participate in the SSIs. To validate the participation of various stakeholders, phase 2 will analytically investigate one's subjectivity through Q-methodology and empirically investigate the opinions obtained from the research participants during phase 1. RESULTS: As of July 2022, 30 SSIs were conducted with the research participants. CONCLUSIONS: The study will provide a comprehensive 2-phase approach to obtaining the key success factors that can influence the delivery of high-quality health care services such as emergency services launched during a global pandemic. The study's findings will be translated into key factors that could support designing future health care services utilizing evidence-based practice. In line with future plans, a study will use data, collected through the DOC vaccination center, to develop a simulation model outlining the process of the customer journey and center workflow. INTERNATIONAL REGISTERED REPORT IDENTIFIER (IRRID): DERR1-10.2196/42278.

The Use of Health Management Programs for the Contractors Workforce

This paper aims to detail key success factors in understanding the effective principles of managing the health and well-being of the contractor workforce during and post pandemics, specifically for organizations in the oil, gas and energy industry. Furthermore, it shall provide insights and guidance on how to maintain and enhance contractor workforce experience, particularly during and post the COVID-19 pandemic;detailing the benefits of having well-established health management programs designed specifically for the contractor workforce. The social determinants of health (SDH) can be defined as the social and economic conditions in which people are born, grow, live, learn, work and age. They are nonmedical factors that influence a vast range of health conditions;affecting individuals' overall quality-of-life. Economic policies, social norms and political systems are all examples of forces and factors that shape daily life conditions and affect human health (ODPHP, n.d.;WHO, n.d.a). SDH also encompasses education, employment, socioeconomic status, access to health care, social support as well as neighborhood and physical environment (Artiga and Hinton, 2018). SDH have a crucial influence on health disparities and inequities - "the unfair and avoidable differences in health status seen within and between countries" (CDC, 2020). A well-known key factor in the emergence and perpetuation of health disparities is housing. Several researchers from a diverse array of disciplines explored the various aspects of the association between housing, health and well-being. They endeavored to comprehensively elucidate the major pathways through which housing conditions can negatively impact health equity, with a focus on the broad spectrum of hazardous exposures, their accumulated impact and their historical production. As reported by Rolfe et al. (2020), there is compelling evidence of poor physical health consequences of toxins within homes, damp and mold, cold indoor temperatures, overcrowding, and safety factors. Beyond the aforementioned impacts of physical aspects of housing on physical health, poor housing conditions have also been linked with high risks of poor mental health and well-being (Pevalin et al., 2017). Copyright © 2022, International Petroleum Technology Conference.

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders' perspective

Purpose: This study expands the performance management literature by developing a strategy map and balanced scorecard (BSC) for a large performing arts theater (PAT). Design/methodology/approach: First, interviews with significant stakeholders identify key success factors (KSFs). Next, a survey is administered, and a structural model is employed to determine the importance of each KSF and their interdependent causal relationships within the PAT. Each KSF's controllability and room for improvement are also measured to facilitate implementation strategies. Findings: The results reveal that the Financial Perspective plays a critical role in the PAT's success, while significant changes can be enacted by focusing on the Internal Processes Perspective. Regarding the individual KSF, the following emerge as the most critical: excellent reputation, attendance growth, increasing sponsorship and donation, and supporting the local arts community;however, PAT managers will have to be creative to enact change through these KSF as some are difficult to control or have little perceived room for improvement. Research limitations/implications: The data were collected prior to, or at the beginning of the coronavirus disease 2019 (COVID-19) pandemic. Post-pandemic priorities for the organization may have changed. Practical implications: By highlighting the relationships between different KSFs, this study provides PAT managers with a frame of reference for developing their BSC and performance metrics. It also offers PAT's managers a structured and adaptable approach for prioritizing their strategic choices and developing implementation plans for improved outcomes. Originality/value: This study exemplifies the need for applied BSC studies in various sectors, including nonprofit organizations. Specifically, this study extends the performance management literature by providing an example of a large PAT's performance measures, the inter-relationships among KSF and the resulting strategy map. The results are significant because arts management is a unique discipline based upon a specific body of knowledge (Weinstein and Bukovinsky, 2009). © 2022, Emerald Publishing Limited.

Key success factors for scaling social enterprises in South Africa

Governments rely increasingly on social partners for assistance to deliver on UNESCO’s sustainable development goals by 2030. However, community organisations are buckling under socio-economic hardship and a lack of donor funding during a global Covid-19 pandemic. Many social enterprises (SEs) are faced with the reality of cutting back or in some instances, completely shutting down their operations. An investigation of the literature revealed a high rate of early-stage business failure in South Africa. Hence our investigation into the key success factors that will aid SEs to scale and thrive in the hostile South African socio-political and economic climate. Using a qualitative, single case study approach underpinned by an interpretivist philosophy, this paper investigates the critical success factors for scaling SEs in South Africa. Three (3) semi-structured interviews, website content analysis and observations were used in the study to deliver data that was thematically analysed to come to the following results: SEs must express the ambition to scale, provide a best practice model, and have a social entrepreneurship orientation. Grassroots SEs must create access for local communities by focusing on three organisational dimensions, i.e., personal, operational, and strategic. Community partnerships are an overarching factor when considering scaling GSEs. By forming a social contract with communities, SEs allow them to take ownership of the interventions, increasing social impact. This paper adds to the existing knowledge regarding the critical success factors that enable the scaling of SEs in South Africa. It also creates a frame of reference for grassroots SEs in other developing countries.

Greasing the Wheels for Sport Tourism: Key Success Factors for Participants at the 2019 Cape Town Cycle Tour

This study considered the key success factors (KSFs) for participants in sport tourism events, with a specific focus on the views of participants of the Cape Town Cycle Tour (CTCT). Adopting a quantitative approach and utilising systematic sampling, n=598 cyclists were sampled in both the mountain biking (n=218) and the road cycling (n=380) categories, through self-administered questionnaires at event registration venues between February and March 2019. The data were analysed using SPSS via a factor analysis. Of the 49 identified elements, eight corresponding KSFs emerged. Key findings highlighted the non-homogenous nature of the respective participant groups and noted differences in the rating of four of the eight KSFs. While road cyclists were noted to be seekers of fully rounded event experience, mountain bikers preferred to participate in activities promoting exploration and adventure. Importantly, the study highlights that understanding KSFs might assist concerned stakeholders with stimulating sport tourism participation through the hosting of tailor-made events for participants who might be more selective in their desires when travelling and participating in sport events. Insights from the study should prove crucial in attracting both new and previous participants, particularly considering the context of the COVID-19 pandemic that significantly hampered participation at such events. © 2022 AJHTL /Author(s)

Leveraging the balanced scorecard to reformulate the strategy of a performing arts theater: a stakeholders' perspective

Purpose: This study expands the performance management literature by developing a strategy map and balanced scorecard (BSC) for a large performing arts theater (PAT). Design/methodology/approach: First, interviews with significant stakeholders identify key success factors (KSFs). Next, a survey is administered, and a structural model is employed to determine the importance of each KSF and their interdependent causal relationships within the PAT. Each KSF's controllability and room for improvement are also measured to facilitate implementation strategies. Findings: The results reveal that the Financial Perspective plays a critical role in the PAT's success, while significant changes can be enacted by focusing on the Internal Processes Perspective. Regarding the individual KSF, the following emerge as the most critical: excellent reputation, attendance growth, increasing sponsorship and donation, and supporting the local arts community;however, PAT managers will have to be creative to enact change through these KSF as some are difficult to control or have little perceived room for improvement. Research limitations/implications: The data were collected prior to, or at the beginning of the coronavirus disease 2019 (COVID-19) pandemic. Post-pandemic priorities for the organization may have changed. Practical implications: By highlighting the relationships between different KSFs, this study provides PAT managers with a frame of reference for developing their BSC and performance metrics. It also offers PAT's managers a structured and adaptable approach for prioritizing their strategic choices and developing implementation plans for improved outcomes. Originality/value: This study exemplifies the need for applied BSC studies in various sectors, including nonprofit organizations. Specifically, this study extends the performance management literature by providing an example of a large PAT's performance measures, the inter-relationships among KSF and the resulting strategy map. The results are significant because arts management is a unique discipline based upon a specific body of knowledge (Weinstein and Bukovinsky, 2009). © 2022, Emerald Publishing Limited.