Artificial intelligence (AI) has entered the mainstream as computing power has improved. The healthcare industry is undergoing dramatic transformations at present. One of the most recent industries to heavily use AI is telehealth, which is used for anything from issuing electronic healthcare cards to providing individual counselling. Artificial intelligence (AI) is influencing telehealth in the United States in a major way. Using AI in telehealth to allow clinicians to make real-time, data-driven rich choices is critical to offering a better patient experience and improved health outcomes as practitioners strive toward expanding virtual care options along the care continuum. Research in the medical industry has started to use AI’s strengths in data processing and analysis in telehealth, reflecting the widespread adoption of AI in other sectors. Because of the difficulties inherent in telemedicine’s deployment, there is an urgent need to broaden its capabilities and enhance its processes so that they may be tailored to address particular issues. This article is aimed to study different areas of telemedicine and analyze the effect of AI in the field of health and medicine. The literature surveyed in this study demonstrates the infinite growth potential afforded by the combination of AI and telemedicine. There are four main directions that the expanding use of this technology is heading: patient monitoring, healthcare IT, intelligent aid in diagnosis, and information analysis with other specialists.

This article aims to make a contribution to theory, as well as to practice, by identifying which project management practices are used by most private organizations in general and by sector of activity. The influence of practitioners’ characteristics in the choice of project management practices and their use in groups are also analyzed. The results show that the most used project management practices are kick-off meetings, activity lists, progress meetings, Gantt charts, and baseline plans; however, differences between activity sectors and practitioners’ characteristics were found. The results also indicate that the most used project management practices are, in fact, used as toolsets.

Measuring the impacts of collaborative projects between industry and academia raises significant challenges. It involves stakeholders with different outlooks and impact expectations. Moreover, the multidimensional nature of the impacts themselves means they are tangible and intangible, short- and long-term, direct and indirect, positive and negative, making their measurement process very complex. To gain a deeper understanding of how university-industry R&D collaborations (UICs) impact society, this study conducts a systematic review, using thematic analysis of 92 selected articles published between 2000 and 2022. The paper identifies and categorizes the impacts resulting from UICs, examines the challenges associated with measuring these impacts, and explores the strategies that can be employed to overcome such challenges. Finally, the paper integrates all such findings into a comprehensive framework. This study contributes to the theoretical advancement of impact measurement within the field of UICs, providing a foundation for the development of methodologies aimed at assessing impacts. Furthermore, it highlights important avenues for future research.

This paper describes the quantitative analysis phase of an exploratory study to identify useful project management improvement initiatives and factors contributing to their successful embedment in organizations. A preliminary framework, based on a literature review and a series of interviews with practitioners, was tested via a questionnaire, which elicited 793 responses from project management practitioners worldwide. The paper focuses on factor analyses of the questionnaire responses, addressing issues of construct validity and reliability. The resulting final framework highlights 15 key project management improvement initiatives and 26 embedding factors grouped by the factor analyses into three project management improvement initiative themes and six embedding themes.

While the literature provides some advice on managing programmes and projects in general, the specific context of the university–industry collaboration is being scarcely reported, demanding a strong research effort to produce effective guidelines. Pursuing this effort, a Programme and Project Management Office (PgPMO) structure, specifically devoted to support collaborative university–industry R&D funded contracts, is proposed. This paper is focused on the set of key functions and responsibilities established for the overall PgPMO, as well as on the equivalent ones for the four proposed PgPMO roles: the PgPMO Officer, PgPMO Finance, PgPMO Communication and PgPMO Quality Assurance Management. Additionally, it discusses the implementation process of such structure, shedding light on the success factors for its implementation. The PgPMO described in this paper has been implemented in two case studies. The programme stakeholders of both case studies perceived that such PgPMO structure has contributed to achieve the success of the corresponding university–industry programmes.