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Item Information   Holdings       More by this author     Kuepper, Rebecca J.     Subjects     Industrial project management     Work groups     Organization and administration     Business ethics     MSEM Thesis.     Browse Catalog     by author:      Kuepper, Rebecca J.       by title:      Project transitions ...         MARC Display

Project transitions / by Rebecca J. Kuepper. by Kuepper, Rebecca J. Subjects Industrial project management   Work groups   Organization and administration   Business ethics   MSEM Thesis. Description:  v, 75 leaves : ill. ; 29 cm. Contents:  Advisor: Dr. Paul Hudec. Committee member(s): Dr. Bruce Thompson. Introduction -- Fundamental specialities -- Types of project transitions: Overview - "Throw it over the wall" transition type -- "Participation before transition" transition type -- "Specific project personnel" transition type -- Combination transition types -- Managerial implications -- Optimal response -- Personality types -- Ethics considerations -- Summary/conclusions -- Recommendations. Project transitions involve the transferring of a project from one entity to another -- the entity can be a department, a functional group, or a researcher. The transition can be managed a number of ways including handing the project over with virtually no information ("throw it over the wall"), having a member or members of the receiving entity participate in the project before the transition point ("participation before transition"), or having a separate project team which would minimize or eliminate the need for transition points ("specific project personnel"). Each of the these transition techniques has advantages and disadvantages, workplace issues, management considerations, and personal implications associated with it. Each of the transition techniques involves managerial implications such as resource allocation, success criteria, project ownership, and project management -- each of these must be considered when deciding which transition technique should be utilized. The optimal response depends on the ability to use the best people, to match job skills to motivation, to allow people to grow, to build balanced teams, and to manage the team mix. A manager should be aware and involved in the project transition steps to help continually improve the project transition process and minimize conflict. Project transitions are made more complicated by personality, communication style, and ethical differences. Each of these is a nebulous, intangible item that determines how one discriminates, processed, and handles information, situations, and negotiations. Understanding how others view the related project transition can help all researchers involved work better together as well as diminish conflict and achieve success. Transitions and ethics can be considered utilizing common ethical concepts -- there are three theories that correlate to the above-mentioned transition techniques. These correlative pairs are "throw it over the wall"/egoism, "participation before transition"/utilitarianism, and "specific project personnel"/ empiricism. Each of these transition types has parallel characteristics with its respective ethical theory. Project transitions are a necessary part of project management; however, they do not have to be thought of negatively. With proper management, project transitions can form the groundwork for career development, personality and communication training, and success criteria. Transitions are needed to transfer responsibilities from one entity to another, but research teams can determine which technique works best depending on the focal element(s) of the project as well as past experience. Projects and transitions can be successful but need sponsorship and support from management and the involved researchers.   Copy/Holding information Location Collection Call No. Status   Walter Schroeder Library Master's Theses AC805 .K855 2002 Available Add Copy to MyList Format: HTMLPlain textDelimited Subject:   Email to:

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