Management Of Development Projects Research Articles

Challenges of Integrating Artificial Intelligence in Software Project Planning: A Systematic Literature Review

Artificial intelligence (AI) has helped enhance the management of software development projects through automation, improving efficiency and enabling project professionals to focus on strategic aspects. Despite its advantages, applying AI in software development project management still faces several challenges. Thus, this study investigates key obstacles to applying artificial intelligence in project management, specifically in the project planning phase. This research systematically reviews the existing literature. The review comprises scientific articles published from 2019 to 2024 and, from the inspected records, 17 papers were analyzed in full-text form. In this review, 10 key barriers were reported and categorized based on the Technology–Organization–Environment (TOE) framework. This review showed that eleven articles reported technological challenges, twelve articles identified organizational challenges, and six articles reported environmental challenges. In addition, this review found that there was relatively little interest in the literature on environmental challenges, compared to organizational and technological barriers.

A survey of the training experiences and needs on Wellcome Trust PhD programmes.

Training for PhD researchers was previously identified by the Wellcome Trust funded Emerging Research Cultures project as an area for further investigation to ensure an inclusive culture which enables PhD students to become well-rounded researchers. The Taskforce on Training conducted a survey of 35 Wellcome Trust-funded PhD students and 10 programme administrators to evaluate the provision of training in eight key areas. This survey examined a number of issues, such as availability and knowledge of training, potential gaps in training, and the perceived usefulness of training. PhD students reported that training was generally useful and viewed as important; technical training in particular was highly valued. However, the survey identified that students desired additional training in project management and personal development. A survey of programme administrators highlighted the wide variety in training availability for students across several Wellcome Trust programmes currently run in the UK. In response to these findings, a number of recommendations were made. These included: promotion of peer mentoring for PhD students, and alternative methods for delivery of well-being training. However, this report only explores the views of a limited number of Wellcome Trust funded PhD students and would benefit from further research into the experiences of PhD students, programme administrators, and PhD supervisors.

Analysis of the Relationship Between Engineering Project Management and Engineering Product Development: A Review

This study explores the two distinct parts of engineering management: engineering product management and engineering project management. A qualitative systematic review method was employed, using purposively sampled literature and a desk-based research approach. Using thematic analysis, the researchers produced significant data findings. The findings suggest that Engineering Project Management and Engineering Product Development play a vital role in achieving success in engineering projects. While they possess distinct principles, practices, and concepts, they share important management techniques in the business realm. The findings also indicate significant disparities in methods, utility and resource allocation, and quality assurance while highlighting the absence of administrative functions in Engineering Product Development compared to Engineering Project Management. Furthermore, the study notes that greater creativity and efficiency in both management practices are enabled by current technology and methodology. The study's limitations include an extensive use of literature review data and a focus on a broad target area. Consequently, this suggests a need for empirical data to enhance experience-based research and focus on a specific industry for more precise outcomes.

УПРАВЛЕНИЕ ПРОЕКТАМИ УСТОЙЧИВОГО РАЗВИТИЯ ТЕРРИТОРИЙ С УЧЁТОМ РЕСУРСНОГО ПОТЕНЦИАЛА

This article discusses the features of project management for sustainable development of territories, taking into account the resource potential. The research topic is relevant because the resource potential of the Russian Federation ensures the strategic development and stability of the development of territories in the international arena. The purpose of the study is to study the functioning of project management for sustainable development of territories, taking into account the resource potential, namely, the construction of a socially adapted society with the allocation of public funds. Proactive budgeting as one of the types of financial institutions in the modern world is gaining relevance, as it allows the population to independently propose economically developed projects to improve people's livelihoods.

Foreign experience of software testing engineers training: analysis of educational standards and programs of American universities

The article aims to explore the U.S. educational system's approach to training software testing specialists, highlighting specific features and methodologies. The study involves analyzing key standards for IT engineer training in the USA, such as the ACM/IEEE Computer Science Curricula, ABET Accreditation Criteria, ISTE Standards for Educators, and CSTA K-12 Computer Science Standards, their overall context and targeting, as well as the inclusion of both fundamental and IT-specific disciplines into their content. In the study of each standard, particular emphasis was placed on defining the place and teaching methods of theory and practice of software testing in the university curriculum guidelines. As it was revealed in the analysis, despite the extremely similar interpretation of basic concepts and practices in the context of software testing, opinions about the methodology of their teaching and the need to study as a separate discipline, differ in a set of reviewed standards. Additionally, the research examines training programs at leading American universities, including MIT, Stanford, and Carnegie Mellon University, to identify how software testing and quality assurance are reflected in their curricula, covering full-time training programs for students in computer science, software engineering and similar related fields. The analysis examined programs in both general and basic disciplines in the context of information technology, and specific to a certain technological or organizational area, such as mobile device development or IT project management. The content of the subjects, the list of modules and lectures, as well as tasks for extracurricular work, available in open sources, was also analyzed and searched for topics related to quality assurance or software testing. As revealed in the study, in most technical universities testing is not covered within a separate discipline, but is taught as a part of ones related to development practices. However, some training programs, in particular the Master's level, still have disciplines, devoted exclusively to quality control, testing management and automation

أثر استخدام تقنيات إدارة المشاريع على تطوير المشاريع بالتطبيق على شركات القطاع الخاص بالمنطقة الشرقية بالمملكة العربية السعودية

The aim of the research is to highlight the impact of the use of enterprise management techniques on enterprise development by applying to private sector companies in the eastern region of Saudi Arabia by clarifying the dimensions of enterprise development, as well as to reveal the impact of project management techniques on enterprise development in its dimensions (project scheduling, project resources, project cost, project risks, project quality). The researcher has relied on the analytical descriptive approach to achieve the objectives of the study. The identification was used as an information-gathering tool. This research was applied to a study community consisting of workers from private sector companies in the eastern region within Saudi Arabia. (SPSS). This research has yielded a series of important findings, the most significant of which is that there is a statistically significant effect between the techniques used in project management (as a separate variable) and enterprise development (as a follow-up variable) within private sector companies in the eastern region of Saudi Arabia. There is a statistically significant effect between the techniques used in project management (as a separate variable) and the scheduling of projects (as a first dimension of enterprise development) (as a follow-up variable) within private sector companies in the eastern region of Saudi Arabia. The researcher recommended the need for senior management to develop skills through continuous training in project management. There is a need for agreement between senior leadership in projects and departments on the determinants of strategic plan development. Resource management depends on the efficiency and effectiveness of project planning.

ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS

The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organization in development projects. To achieve the goal of forming a comprehensive understanding of organizational mechanisms for managing development projects, the paper examines the organizational environment in which project teams operate and the forms of project management organization in development companies. The paper illustrates that in the project life cycle model, the organizational structure of project management can vary both within individual phases and across projects of different concepts and scales. The management organization during different phases of the project life cycle (PLC) and the organizational structures of development companies during the construction phase have been analyzed. It is demonstrated that contemporary organizations consistently channel their efforts towards improving (developing) the organizational management environment in development and creating conditions for the successful implementation of projects. Therefore, in addition to the value of creating new tangible assets, the project management group (PMG) adds (creates) value through the establishment of a unique organizational environment. The approach to evaluating the values of collaborative work within a project team is demonstrated. The developed organizational environment unquestionably represents a value that the developer additionally acquires along with new development projects. Task: the paper explores the organization of project management groups (PMG) in development; organizational forms of development project management; the organization of project management in development during the construction phase as the most significant; and organizational structures of development companies. Research results: a system application for the organization of development projects’ management has been created. Possible forms of development projects’ organization and elements of the company's organizational structure are analyzed.

Prospects and Trends of Digitalization of Project Management in the Region

Relevance. Digital transformation at the present stage in the Russian Federation seems to be a complex and ambitious task, the successful implementation of which depends on the adaptability of public authorities to digital changes and their restructuring to new decision-making processes. Despite the fact that digital technologies were one of the last to enter the public administration sector, their implementation has made it possible to speed up the process of solving large-scale and operational problems. Improving the efficiency of the state and regional management system can be identified as a key factor in the sustainable development of the economy of the Russian Federation. Its stability is ensured as a result of the formation, legislative consolidation and existence of control over the implementation of government programs. In this regard, the digitalization of project management is of particular relevance, since it is the driving force for regional development and is used to eliminate development imbalances. The purpose is to study the prospects and identify trends in the digitalization of project management in the region.Objectives: to consider the concepts of digitalization and digital transformation, to identify the directions of the digitalization process of public administration at the present stage in the Russian Federation, to form ideas about software products to be implemented in the public administration sector and to propose directions for further development of the process of digitalization of the public administration sector of project activities.Methodology. In the process of studying the topic under consideration, methods such as analysis, synthesis, generalization, logical, and graphic methods of information processing were used.Results. Project management of the region seems to be a promising and effective way to eliminate the imbalance of regional development, therefore the introduction of specialized software products with functionality specific to the needs is a strategic task.Conclusions. In order to improve project management of regional development, a comprehensive software product is proposed for implementation. Further development of regional project management is not possible without the creation of a general information system that allows for unified management of all projects in the region.

Жобаны басқарудың жүйелік моделі

The rapid development of project management and its wide application in practice required the creation of an appropriate professional infrastructure. The analysis of project management methods is carried out. The directions of research in this area are considered. The analysis of control models from the point of view of systems theory is carried out. Analysis of operational and project management to establish common elements. The purpose of using the result when building a database model of a project management system

Develop Project Management Skills in the OIDECCA Learning Model in Universities

Project skills are skills to be able to manage projects that are instilled in students through the learning process. To find out the development of students' project learning skills in the OIDECCA learning model in the Biology Education Study Program, Islamic University of Riau. This research is quantitative descriptive. Sample selection used group sampling techniques. Data collection techniques are carried out by observation and documentation. Data on student project learning skills were analyzed using descriptive analysis. The results of the analysis can be explained as follows: 1. Student activities in learning projects are in the active category, such as activities in determining ideas in the active category (66.76%), activities in designing activities in projects in the active category (83.33%), activities in providing evidence in the category active (50%), activities to communicate the results of project activities in the active category (66.67%). 2. The development of students' project learning skills in the good category, namely 1) establishing well-developed ideas in the good category (66.67%). 2) Making an activity plan consisting of: a) preparing project activity steps in the very good category (50.0%), b) preparing a schedule in the very good category (50.0%), c) making a job description in the category very good (50.0%), d) designing product designs is in the very good category (50.0%). 3) making products, namely showing proof of making products in the good category (66.67%). 4) communicating and reflecting consists of a) preparing a presentation in the very good category (50.0%), b) presenting project results in the good category 50.0%

Challenges of scaling agile in large enterprises and implications for project management

PurposeThis study seeks to illuminate the managerial tensions inherent in implementing scaled agile (on the organizational, top management, middle management and team levels) and to frame these challenges within the broader context of project management.Design/methodology/approachThe study adopts a grounded theory approach and delves into a qualitative dataset sourced from 34 interviews with subject matter experts actively engaged in scaling agile initiatives within large organizations spanning various industries. Additionally, the data have been enriched through a comprehensive literature review of the existing body of knowledge on scaling agile.FindingsAs a result of our investigation, we propose a framework of managerial tensions in scaling agile in large corporate settings and a series of research propositions and questions that may contribute significantly to the body of knowledge surrounding the phenomenon of “deprojectification” and propose agenda for the future studies in the field of project management.Research limitations/implicationsThe study also carries significant managerial implications. Firstly, based on the insights from the practice of scaling agile in large corporate setting, management can build awareness of the challenges inherent of transitioning to agile practices. This may help to anticipate the possible problems and proactively develop strategies how to address them. Secondly, management can be instructed about contingencies inherent in scaling agile, along with the potential disfunctions and side effects (unintended outcomes) that may emerge during the transition process. Thirdly, project management practitioners can gain insights on how scaling agile may cause shifts in the approach to managing projects, project team management and competencies that need to be developed to cope with environments where various approaches to managing projects coexist.Practical implicationsThese insights can aid in the agile transition process, beginning with directing managerial attention toward contextual factors and progressing through potential challenges at the organizational, top management, middle management and team levels. Furthermore, the study highlights possible dysfunctionalities and side effects of scaling agile, shedding light on the “dark side” of agile.Originality/valueThe study contributes to the expansion of the empirical database on the implementation of agile practices in large organizational settings. It plays a role in defining and delineating the phenomenon of scaling agile within the context of project management and outlines a research agenda for future project management studies. Additionally, our study adds to the ongoing discourse surrounding the “deprojectification” effect that can occur during the scaling of agile. Lastly, it establishes connections between project management and software development literature regarding the implementation of agile at scale.

Industry 4.0 and Smart Systems in Manufacturing: Guidelines for the Implementation of a Smart Statistical Process Control

Digital transformations in manufacturing systems confer advantages for enhancing competitiveness and ensuring the survival of companies by reducing operating costs, improving quality, and fostering innovation, falling within the overarching umbrella of Industry 4.0. This study aims to provide a framework for the integration of smart statistical digital systems into existing manufacturing control systems, exemplified with guidelines to transform an existent statistical process control into a smart statistical process control. Employing the design science research method, the research techniques include a literature review and interviews with experts who critically evaluated the proposed framework. The primary contribution lies in a set of general-purpose guidelines tailored to assist practitioners in manufacturing systems with the implementation of digital, smart technologies aligned with the principles of Industry 4.0. The resulting guidelines specifically target existing manufacturing plants seeking to adopt new technologies to maintain competitiveness. The main implication of the study is that practitioners can utilize the guidelines as a roadmap for the ongoing development and implementation of project management. Furthermore, the study paves the way for open innovation initiatives by breaking down the project into defined steps and encouraging individual or collective open contributions, which consolidates the practice of open innovation in manufacturing systems.

Взаимосвязь проектного управления с концепцией бережливого производства на предприятии

The author examined the theoretical and methodological provisions of the relationship between project management and the concept of lean production in an enterprise, the history of the development of project management, the concept and purpose. It is noted that in modern conditions, project management managers are faced with new requirements for high agility, flexibility, prompt provision of the main departments of enterprises with operational information, but quite effective and manageable. This lean project management should contribute to the continuous improvement of the operational efficiency of enterprises. Methods and methods for creating working groups in an enterprise have been studied. Innovative methods in the economy lead to a significant increase in labor productivity and the release of labor resources. The article discusses the methodology and flexible working methods and the benefits that can be obtained through innovation. The formation and creation of working groups is presented, the need for developing the personnel potential of JSC Perm Mashinostroitel Plant is substantiated. A lean manufacturing project is described to reduce production losses in product release.

Exploratory study on the syntactic and semantic consistency of terms in project management glossaries to provide recommendations for a project management ontology

This paper shows an exploratory study of the syntactic and semantic similarities and discrepancies of the terms of four selected project management glossaries. The main purpose of this study is to provide recommendations on adoptions and adaptations of labels and/or definitions of project management glossary terms to be included in a new or existing project management ontology. As a result, a list of recommended terms for a project management ontology to be built is analyzed. The recommendation of terms will be limited to generic terms that can be located at the core level instead of the domain level in the context of an ontological architecture. In particular, the list of terms will be discussed in light of a previously developed project management ontology that will be updated in future work. Another goal of this work is to evaluate the level of syntactic and semantic consistency and harmonization that currently exists in these glossaries. As a result, it becomes apparent from this early research that many opportunities exist to improve these terminologies for greater consistency, harmonization, and standardization in the field.

Aid Unchained: Examining Development Project Management Practices at Aid Chain Interfaces

By analysing a comparative case study investigating a development project implemented in Uganda and Vietnam, the article aims to understand how donor directives travel and translate into actual practices in aid chains. Making use of Norman Long’s concept of the interface, we focus on the interfaces between organizations to examine the negotiation of everyday project practices. Based on practice theory, our analysis unpacks how directives are filtered through the power relationships that shape practices at the various interfaces. We find that organizational relations between southern organizations are just as power-laden as north–south relations. Our analysis also shows that neither the management directives nor the freedoms that were granted to the participating organizations resulted in uniform practices and that practices did not have the same implications for organizations. Hence, the aid chain concept tends to simplify the complexities inherent in project systems comprising a multiplicity of vertical and horizontal organizational relations.

Project coordination success factors in European Union-funded research, development and innovation projects under the Horizon 2020 and Horizon Europe programmes

Success factors for managing European Union-funded research, development and innovation projects is rather uncharted territory and scarce publications exist, even though considering that the H2020 funding was nearly €80 billion, and Horizon Europe is €95,5 billion. Managing these types of projects has been referred to as ‘managing the unmanageable’, which indicates importance of our study. The aim of this study was to gather input via survey from both project coordinators and partners by assessing factors in five categories of good practices, skills, characteristics and tools of project management, and coordination for successful project implementation. A total of 118 persons replied to the survey who have experience from Horizon 2020 or Horizon Europe funded project(s). Over 80 factors were assessed and rated by the participants. Via standard statistical analysis, a top three lists were created for the different categories from both project partners and coordinators perspectives. A combination of 15 top success factors was formed. Furthermore, to emphasise the practicality of the results, an overarching framework was formed where we propose three prioritised key success factors that research, development, and innovation project management of should focus on. The three key success factors are communication, trust, and collaboration. Communication and trust are further traced down to the coordinator and consortium levels. Active communication and good listening skills are key. Mutual trust is built through high motivation, competence, and active approach to dedicated project activities and roles. Efficient collaboration is reached by nourishing inclusivity and culture, creating a productive environment, and good administrative practices.

A Framework for the Construction and Tailoring of Engineering Development Process Models

A well-balanced project design using appropriate process models is an important success factor for the management of engineering development projects. There exists a wide range of different process models, including traditional waterfall-based models as well as agile development models like Scrum. Such standardized process models offer a good starting point for the management of engineering development projects; however, they have to be tailored in order to meet the needs of a specific project. Additionally, in complex environments, it might be necessary to construct dedicated process models, like hybrid combinations of several models. In this article, the groundwork for a systematic approach to the construction and tailoring of process models for engineering development projects is presented. It considers relevant international standards as well as traditional and agile process models and can serve as a basis for the subsequent tailoring processes. The developed framework offers the possibility to add distinctive characteristics to a process model, like means which facilitate quality, communication, or knowledge transfer. The evaluation of the framework was done by means of a case study, a survey, and expert interviews.

Development of a strategic business plan and project management for sustainable development of the enterprise

Development of a strategic business plan and project management for sustainable development of the enterprise

Development of a strategic business plan and project management for sustainable development of the enterprise

Development of a strategic business plan and project management for sustainable development of the enterprise

Integrating Generative AI for Advancing Agile Software Development and Mitigating Project Management Challenges

Integrating Generative AI for Advancing Agile Software Development and Mitigating Project Management Challenges