LEADERSHIP IN PROJECTS WITH NEW TECHNOLOGY AND UNCERTAINTY

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dc.contributor.advisorBaecher, Gregory B.en_US
dc.contributor.authorMoschler, Jr., Joseph W.en_US
dc.contributor.departmentCivil Engineeringen_US
dc.contributor.publisherDigital Repository at the University of Marylanden_US
dc.contributor.publisherUniversity of Maryland (College Park, Md.)en_US
dc.date.accessioned2021-09-16T05:32:40Z
dc.date.available2021-09-16T05:32:40Z
dc.date.issued2021en_US
dc.description.abstractProject management continues to evolve as types of projects increase, advancement of technologies available, as well as tools for project management grow in sophistication. A successful project is defined as being completed on schedule, on budget, and delivering the requirements as specified by the customer. Projects with new technologies or with technologies requiring maturation add another dimension and challenge for the project manager. Four factors are identified as integral to project success; leadership, requirements definition, technology usage and maturity, and vision and clear objectives. Three historical projects involving new technologies are evaluated within the context of the four factors: the Lockheed SR-71 Blackbird aircraft, the Hoover Dam project, and Project Apollo. The projects are qualitatively ranked as successful based on the cost, schedule, and delivering requirements criteria. The three projects were successful. Each project ranked strongly in the four factors and remain consistent indicators of potential project success.en_US
dc.identifierhttps://doi.org/10.13016/evut-wcrt
dc.identifier.urihttp://hdl.handle.net/1903/27714
dc.language.isoenen_US
dc.subject.pqcontrolledManagementen_US
dc.subject.pquncontrolledleadershipen_US
dc.subject.pquncontrolledmaturityen_US
dc.subject.pquncontrolledproject managementen_US
dc.subject.pquncontrolledsuccess factorsen_US
dc.subject.pquncontrolledtechnologyen_US
dc.titleLEADERSHIP IN PROJECTS WITH NEW TECHNOLOGY AND UNCERTAINTYen_US
dc.typeThesisen_US

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