Alignment of innovation diffusion and project management to increase logistics digitalization

When frameworks empower their agents: The effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects successfully

In the world of Information Technology to keep up with fast pace and constant changes the updated knowledge of processes and techniques is the essential requirement. For constant changes and successful delivery of projects the software project management techniques and framework were introduced. Currently many different process models exist which are selected and implemented according to the needs of project and organizations. To bring uniformity in project management processes PMI introduced Project management framework consisting of 10 knowledge areas and 5 processes. The framework consists of all aspects of the project management and processes which are required to be followed for the delivery of project from initiation of the project till the closure of the project. The other most popular software project management is Agile project management which emphasis on delivery in phases and releases known as sprints. The agile processes consist of Scrum, XP, Lean, Kanban, Crystal; Agile unified Process and many more. The agile process flow consists of six processes but the main lacking found in these processes was the unified framework to be followed by Agile Masters and Project managers. In this research, the Project management 10 knowledge areas and 5 processes have been mapped with the processes of Agile project management to propose Agile project management framework. A survey was also to get insight view of the individuals regarding agile project management and where the agile project management lacks focus in comparison with traditional project management. Agile Project management is an extensive and vast topic on which further research is required to be carried out to further polish these processes according the needs of the project. In future, more extensive research can be carried out on the artifacts required for agile project management, their template.

Purpose of the article – Abnormal cargo will create abnormal problems and those require exceptional logistics solutions. This study delves into the complexities and challenges of transporting project cargo, explicitly focusing on items with extraordinary dimensions, weights, and shapes. Despite its small volume in global cargo flow, project cargo presents significant operational risks and contributions, particularly in the logistics sector. The research concentrates on the Balkan Peninsula, aiming to unravel the critical factors influencing project cargo transport and highlighting the challenges faced by industry experts. Research methodology – Employing the Delphi method, initially developed for military applications and now prevalent in project management, the research seeks expert consensus on critical elements affecting project cargo logistics in the Balkans. This method facilitates the gathering and analysis of expert opinions to identify and address the core factors impacting project cargo transport. Findings – The study uncovers various critical factors and challenges in project cargo logistics within the Balkan region. It provides insights into risk minimization, deviation control, and effective achievement of logistical objectives. Practical implications – The research offers valuable perspectives for reducing risks and optimizing operations in project cargo transport. It also opens avenues for further research and development in the project logistics sector in the Balkans, contributing to enhanced efficiency and effectiveness. Originality/Value – This research contributes uniquely by focusing on the lesser-explored area of project cargo transport in the Balkans. Employing the Delphi method brings forward expert insights, thus enriching the academic and practical understanding of this specialized logistics sector.

The article explores modern approaches to the effective management of IT projects in a dynamic digital environment. The importance of applying innovative tools and digital technologies to achieve strategic enterprise goals is substantiated. The classification and analysis of useful instruments in IT management are provided, including project management systems, team collaboration platforms, analytical tools, and decision support systems. The essence of flexible project management methodologies is revealed, in particular Agile, Scrum, Lean, and Kanban, which enhance flexibility and adaptability in the face of constant change. The article focuses on the practical use of managerial decision-making models (SWOT, DECIDE, Decision Tree, DSS) in combination with digital analytics. Considerable attention is devoted to change management in IT projects, specifically the use of the ADKAR, Kotter’s, and Lewin’s models. Emphasis is placed on the importance of internal communication, supporting digital culture, and building organizational learning capabilities. Digital tools and stages of effective IT project management are classified. Innovative IT project management methodologies are highlighted, and it is proven that they provide flexibility in responding to changes and increase team adaptability. A classification of change management models is provided, the main IT project management tools are described, and it is argued that change management is a key component of successful IT initiative implementation. The article concludes with the necessity of an integrated approach to IT project management that combines instrumental, methodological, and strategic dimensions. It is substantiated that effective management of IT projects is essential for enhancing the competitiveness of enterprises in the context of digital transformation. The key characteristics of IT project management tools are summarized, including functional, technological, and analytical components aimed at enhancing the efficiency of planning, monitoring, and performance control processes. The main features of such systems include integration flexibility, workflow automation, team collaboration support, real-time data analytics, and cybersecurity assurance. The identification of these parameters made it possible to develop a structural and logical model of IT project management focused on achieving the organization’s strategic goals in the context of digital transformation.

This paper aims to review several project management frameworks that are widely used in the industries. Studies on how to adopt and adapt such frameworks remain limited. Three project management (PM) frameworks widely used in the information technology (IT) industry, such as PMBOK, PRINCE2, and ITIL, were analyzed and compared. The objectives of the review are twofold. First, to allow one to have a quick understanding of the widely used project management frameworks; and second, provide how these frameworks can be used together and complement each other at the different phases of a project lifecycle to address the specific needs of the industries managing IT products or services.

Purpose– The purpose of this paper is to show how Tai Chi (or T’ai Chi ch’uan) philosophy might be used in global project development. Collected case studies support a Tai Chi-based framework for global project teams to reduce stress and improve decision making through exercises, storytelling, and martial arts practices. The authors first proposed a model or procedural framework based on experiential knowledge from practicing Tai Chi while managing projects.Design/methodology/approach– Analyzing case studies from knowledge managers, project managers, and executive leaders, the researchers collected data on applying the framework from a retrospective case study and from two observational case studies during project development. Tai Chi-based communications and exercises were shown to support critical thinking, knowledge sharing, and problem solving. The proposed framework and four-step procedure build on a global perspective to cultural awareness, creativity, and motivation as well as specific Tai Chi-based tactics, techniques, and operations for knowledge management. This preliminary study looks at improving collaboration in a competitive environment while supporting health, wellness, and work-life enjoyment.Findings– Early research results suggest that teams and individuals working on projects and practicing Tai Chi might develop more cohesive strategies and improve soft skills during their integration of Eastern and Western philosophies.Research limitations/implications– Used case studies methodology, which provided examples of using Tai Chi during projects. Qualitative data used to develop the proposed framework. Also, interviews and discussion reviews conducted for additional validation collected on framework.Practical implications– It is a pioneering, preliminary study. Future research with outcomes-based data from project managers using Tai Chi recommended.Originality/value– The integration of Eastern and Western philosophies into a framework for team project and knowledge management was shown to support cohesive strategies, improve soft skills, and strengthen decision making.

In recent years, competitive environments require organisations to have a plan looking at the future. Project-based organisations are no exception to this rule and need an effective project management (PM) plan. They need a bespoke frameworks and processes to guarantee successful projects. Nowadays, some organizations have a wrong perspective on using PM frameworks. They just use PM framework, which are available in market, without any tailoring and plan. They need to have a plan not only to customize PM frameworks and processes but also to make an integration between different parts of an organization. An effective Project Management Roadmap (PMR) can enable organizations to overcome this issue. It creates a forward-looking map to improve PM processes to get more value from investments in portfolios of projects. This paper proposes a useful model to help organizations develop their PMR. This model considers internal and external environmental factors, PM frameworks and processes, potential portfolios of projects, and organization infrastructures as main layers to develop a bespoke PMR for organizations. It makes an integration between all parts of an organization and shows its future PMR as well.

The U.S. startup ecosystem is a highly competitive one and for that reason project management (PM) strategies have to be dovetailed with digital marketing analytics to propel business growth. In this study, the influence of structured PM methodologies like Agile, Scrum, Waterfall and Hybrid on digital marketing analytics for startup success in marketing efficiency, customer engagement and business scalability will be examined. The design choice was a quantitative one with survey data from 200 professionals at US based startups (founders, project managers, digital marketing managers, data analysts among others). The findings show that startups utilizing structured PM frameworks achieve much greater digital marketing performance. The results of regression analysis revealed that digital analytics use (β = 0.55, p < 0.001) was the strongest influencer of marketing effectiveness and the adoption of omnichannel (β = 0.45, p = 0.001) was the key predictor of sustained startup growth. Logistic regression analysis shows that startups implementing PM strategies have 2.15 times a higher chance to reach marketing success. The study reveals some key challenges of less entrenched adoption of PM frameworks such as a budget constraint, lack of skilled personnel and resistance to digital transformation that still prevent the full-scale adoption of PM frameworks in marketing strategy execution. The findings of the study are of critical importance to U.S. startups in the areas of data driven decision-making, real-time marketing analytics and PM methodologies to gain marketing ROI, customer retention and competitive advantage. The conclusion of this research is that utilizing project management principles in coordination with digital marketing analytics will lead to long term business sustainability in U.S. startup landscape. This research is to be further explored by future research into AI driven marketing automation and the application of such emerging technologies to increase project management efficiency.

Purpose– The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel).Design/methodology/approach– A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation.Findings– The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers.Research limitations/implications– This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings.Practical implications– CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict.Originality/value– The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.

The article deals with the study of methodological approaches to project management in solving problems of developing scientific and theoretical approaches to justify the use of project approach as a necessary and effective tool to strengthen the implementation of strategic scenarios for sustainable development of industrial regions in Ukraine. Research methodology. The research uses the approaches of general scientific methods for research, analysis, forecasting and project management, methods of determining criteria and quantifying the processes and stages of industrial, post-industrial and neo-industrial modernization. Findings. There was researched the development of scientific and theoretical approaches to the formation and justification of the project approach as a necessary and effective tool for strengthening the implementation of strategic scenarios for sustainable development of industrial regions in Ukraine. The application of the project approach as a methodological tool for implementing the processes of strategic scenarios formation for entering the trajectory of sustainable development of industrial regions in Ukraine is conceptually justified. It is determined that project and program management can be used in project management related to sustainable development of industrial areas. Practical significance of the findings. The developed conceptual approaches to using the project approach in the formation of strategic scenarios for sustainable development of industrial regions based on organizational, scientific and applied aspects of project management can be used for projects (project programs) transition to sustain= able development of regions focused on providing conditions that will allow the region have the necessary resources to ensure decent living conditions and increase the competitiveness of the economy. Keywords project, project approach, management, sustainable development of industrial regions, strategizing, sustainable development strategies, strategic goal.

This paper presents a systematic literature review analyzing the intersection of intelligent technology and project management through empirical studies encompassing 53 peer-reviewed articles published between 2018 and 2024. The research aims to identify key themes, geographic distribution, author contributions, and future research directions in the field. The thematic analysis reveals five predominant categories: project complexity and theorizing, project governance and management, digitalization and technology, inter-organizational projects and networks, and agility and innovation. The geographic analysis indicates that Europe, particularly the United Kingdom, leads in research contributions, while North America and Asia show emerging but limited involvement. The author's contribution analysis highlights notable scholars who emphasize governance, sustainability, and digital transformation. Future research is expected to focus on intelligent technology-driven risk management, the integration of agile methodologies, and sustainability practices within project management frameworks. The findings underscore the transformative potential of intelligent technologies in enhancing project outcomes, emphasizing the need for robust governance and adaptability in project management practices. The study identifies critical gaps, particularly in the areas of public-private partnerships and cultural dynamics, suggesting avenues for future research to optimize the integration of intelligent technologies in project management. Overall, this review contributes to the understanding of how intelligent technology can reshape project management, providing a conceptual framework that integrates independent, dependent, intervening, and moderating variables to enhance project success in an increasingly complex environment.

Purpose. This article aims to provide an in-depth analysis of modern leadership models in project management, with a particular focus on flexibility, emotional intelligence, service orientation, and adaptability to dynamic environments. It explores the leader's role as a central factor in building cohesive, high-performing, and resilient project teams. Design / Method / Approach. The study employs comparative analysis, typology of leadership styles, interdisciplinary literature review, and logical-analytical synthesis. It draws on concepts from contemporary management, organizational behavior, and human resource leadership. Findings. The research identifies transformational, coaching, servant, and distributed leadership as the most effective approaches for fostering employee engagement, creativity, responsibility, and responsiveness. It outlines key factors influencing leadership model selection, including project type, team structure, and implementation phase. Theoretical Implications. The article expands the conceptual understanding of modern leadership in project management, emphasizing the shift in leadership paradigms and the importance of emotional intelligence. Practical Implications. The research offers practical recommendations for selecting leadership styles according to project-specific contexts, which may benefit project managers, consultants, and educators. Originality / Value. The article integrates multiple leadership models into the project management framework, allowing for a strategically flexible approach to team leadership. Research Limitations / Future Research. The study focuses on transformational, servant, and adaptive leadership in project management. Its scope is limited due to the complexity and diversity of leadership theories and the inability to examine all existing styles. To gain a deeper understanding of the effectiveness of various leadership models, it is necessary to conduct empirical validation of the findings across different industries and teams with diverse structures. Additionally, further research should explore the influence of organizational culture, industry specifics, and innovation levels on leadership model selection, particularly in the context of virtual teams and remote leadership. Article Type. Conceptual Paper. PURL: https://purl.org/cims/4.310

Interest in the issues of organizational learning and knowledge management on the part of academics and practitioners increased dramatically in recent years. On the practical side, changes in technology and modes of organizing work, globalization, and increased competition brought the issues of organizational learning and knowledge management to center stage for organizations. New developments in computing and information technology enabled the retention and transfer of information in organizations on a larger scale than was once possible. Shifts to more distributed modes of organizing work made knowledge transfer a priority for firms. The greater prevalence of the multiunit organizational form, such as a franchise or chain (Baum and Greve 2001), and the greater frequency of interorganizational relationships (Powell et al. 1996) also increased the importance of knowledge transfer for firms. Parallel to the surge in interest among practitioners, academic interest in organizational learning and knowledge management also grew considerably, as evidenced by the proliferation of books and articles recently published on the subject.1 In addition, a

The advent of agile methodologies, though contributing much to software development processes, had a more profound impact on project management processes. Through supporting adaptability in their process frameworks, agile methodologies deviated from conventional project management approaches. This novel attitude has resulted in the emergence of an agile framework for project management. The Agile Project Management Framework (APMF) consists of fine-grained project management practices applied in agile methodologies, and is fast emerging as an alternative to the conventional project management framework. However, there are deficiencies in both frameworks that prevent developers from enhancing each framework to embrace the other. A logical solution is to merge the two frameworks into a Unified Project Management Framework (UPMF). With this objective in mind, we propose a project-management methodology metamodel as the common abstract substrate to fuse the standard framework with its agile counterpart. The proposed Agile Project Management Methodology Metamodel (APM3) has been developed through applying abstraction to the fine-grained constituents of APMF. Based on the generic agile metamodel of APM3, an analytical review of the project management processes of seven prominent agile methodologies has been conducted.

The article analyzes and defines the trends in the use of intellectual capital in the foreign anddomestic practice of managing the innovative development of economic systems. Developed European countries mostly use the services of specialized firms that provide services for assessing their innovation potential, actively carry out technology transfer work, reduce barrier administrative pressure on the innovative activities of firms and corporations, and create a reliable and sustainable system of investment support for business entities. In order to improve the management technologies of the innovative development of economic systems, we will determine from foreign experience that the methodical and organizational approach of scientists during their participation in the analysis and design of innovative projects is suitable for domestic conditions. For specific organizations, it follows from foreign experience that in this work, the result is not only the project or program itself. and education and training of enterprise personnel in the basics of innovative management. The article considers scientific and technical base and personnel, financial resources, information resources and management system as equivalent components of intellectual capital. And under the conditions of an almost unchanged material and technical base and a low level of funding for education, science and innovative activities, it is proposed to activate the innovative process by improving the system of managing innovative activities and by developing information and communication technologies. This provision is confirmed by the analysis of foreign experience in the use of intellectual capital. Foreign specialists made a significant contribution to the scientific study of the influence of intellectual capital on the management of innovative projects. Foreign specialists made a significant contribution to the scientific study of the influence of intellectual capital on the management of innovative projects. Based on their experience, it is recommended to use the approach to the distribution of intellectual capital into elements, among which human capital, customer capital, technological capital, innovation and methodology of evaluation and project management are distinguished.