Creating the agile-model to manage the activities of project-oriented transport companies

Abstract

This study considers an agile model for the organization of activities of a project-oriented transport company. Building a project-oriented company (project-oriented management) requires an appropriate theoretical base. The agile model of transport company operation has been developed, for which the cycles have been determined, the content of each cycle has been defined, and the flow of information has been simulated. The transformation of information in each cycle of the model has been characterized, taking into consideration the operational specificity of transport companies’ activities. A given model was compared to the main stages of a project’s lifecycle. Two indicators have been proposed such as the degree of project uniqueness and the degree of project complexity that reflect the corresponding project characteristics. The complexity of the project’s operational activities refers to the number of elements and their alternatives. Part of the project is an «operation» that forms a unit of the project’s network schedule. The uniqueness of the project of operational activities means the difference between the current project and other projects, already implemented or is being implemented by the company. The estimation formulae for these indicators have been derived. The proposed indicators for the given example have been calculated; the interpretation of the results has been proposed. The calculation results have demonstrated the adequacy of input-output data and the practical applicability of these indicators. These metrics are not limited to the context of an additional project specification. Their level is proposed to be used in the processes of estimating the time of individual project periods and the agile model’s cycles within the initial stage ‒ creating a product concept model and preparing for implementation. In addition, these indicators could be used effectively for employee remuneration.