Digital Transformation Projects Research Articles

The Successful Factors for Digital Transformation in Project Management

In the era of Industry 4.0, the advent of the digital revolution is reshaping project management processes, and digital transformation is advancing with a heightened focus on its influence on project success. Research on the success factors for digital transformation in project management is limited, particularly in drawing industry-specific conclusions, owing to varying levels of digitization across projects. The exploration of success factors' impact on the digital transformation process and the distinctive characteristics of different industries remains largely uncharted territory. This research aimed to explore key aspects of digital transformation projects, focusing on success factors that significantly influence their outcomes. A Thematic analysis approach was used to draw insights. The analysis delves into four crucial success factors. These key themes included organizational change management, organizational efficiency enhancement, organizational process management, sustainability, and societal management. Each factor is examined for its role in shaping successful digital transformations. The conclusion succinctly summarizes the key findings and emphasizes the importance of these success factors in the context of digital transformation initiatives. These findings go beyond the scope of prior research, delving into the intricacies of industry perspectives, which can drive the digital transformation of project management practices.

Research on the Development of Digital Economy in Shanxi Province in the Era of Artificial Intelligence

With the development of a new round of scientific and technological revolution and industrial transformation, new information technologies such as 5G technology, big data and artificial intelligence have become an important driving force to promote the development of digital economy. In the context of the era of artificial intelligence, Shanxi Province, as a relatively latecomer in the economic development of domestic provinces, should seize the opportunity to keep up with the trend of The Times. Through the analysis of some data of Shanxi's digital economy in recent years and the comparison with other provinces, it is found that Shanxi has some problems in digital infrastructure, industrial digitization, digital industrialization and digital government construction. With artificial intelligence as the background, through investigation, literature and other methods to accelerate the construction of digital infrastructure, expand the scale of digital industrialization, implement industrial digital transformation projects, and strengthen the construction of digital government as basic measures, Shanxi can realize the rapid development of digital economy. These measures are of great significance for Shanxi Province to formulate corresponding measures from the perspective of problems in the process of digital economy development, so as to achieve industrial transformation and high-quality economic development

Leaders, let’s get agile! Observing agile leadership in successful digital transformation projects

Digital transformation is imperative for companies wishing to remain competitive. Undeniably, the integration of digital technologies has proven fundamental for enhancing business performance. Despite this, little is known about how leadership styles influence the outcome of digital transformation processes. To address this gap, this study builds on the practice-based view (PBV) to explore how managers can lead these transformative processes. We interviewed 19 managers and employees from an Italian company, LEM Industries, to gather relevant insights about the phenomenon. The findings show how agile leaders drive successful digital transformation through fast decision loops, continuous participation in digital transformation activities, and evolutionary and revolutionary practices, making the organization leaner and more efficient. Agile leadership deployment made employees feel part of the broader decision-making process. Such a change increased their overall morale, as they began to feel part of the future of the company. Thus, agile leadership is an appropriate approach to engaging organizational members in digital transformation projects.

PROPUESTA DE MODELO BASADO EN ELEMENTOS Y PRÁCTICAS DE GESTIÓN DE PROYECTOS DE TRANSFORMACIÓN DIGITAL PARA APOYAR LA AGILIDAD EMPRESARIAL

Objective: The objective of this article is to present a conceptual model that includes the elements and practices of Digital Transformation project management to support Business Agility, as the adoption of project management practices and digital technologies allows organizations to adapt flexibly to the business environment in which they operate. Method/design/approach: To achieve the objective, field research was carried out using interviews and focus groups. Results and conclusions: Based on the results, it was possible to present a conceptual model that represents the elements and practices of managing Digital Transformation projects to support Business Agility in organizations. Research Contributions: In relation to theoretical contributions, the results obtained from the literature review compared with empirical research allowed discussions to advance on the phenomenon of Digital Transformation and Business Agility. Originality/Value: A practical model capable of supporting project management professionals during the life cycle of Digital Transformation projects stands out.

Kinh nghiệm quốc tế về quản lý cho vay bằng phương tiện điện tử của ngân hàng thương mại

The digital transformation project in the banking sector has provided impetus for Vietnam’s commercial banks to vigorously implement digital-based business products, one of which is digital lending. Therefore, the State Bank of Vietnam issued Circular 06/2023/TT-NHNN on June 28, 2023, with the aim of establishing a legal framework for this lending activity. This study is based on the synthesis of information disclosed by central banks and monetary authorities of various countries, including China, India, and Singapore regarding the management of digital lending in commercial banks. Drawing from international experiences, the author provides recommendations for state management to effectively regulate digital lending in Vietnamese commercial banks.

Проекты цифровой трансформации компаний как составляющая антикризисного управления

The process of digitalization, that has already affected the entire world economy, is changing business models and the competitive environment. Therefore, these days, the system of crisis management should take this trend into account. Digital transformation projects, that are now actively implemented by companies from a variety of industries, have an anti-crisis nature, and business strategies are actively implementing a wide range of digital solutions. The authors of this article analyze the phenomenon of enterprises digital transformation, highlight the main challenges for its projects’ management and emphasize the importance of a conscious approach to the application of this tool. The article allocates the features of the modern crisis management system with the use of digital technologies and highlights the trends in digital business strategies. The authors analyze Tesla, Sber, Tinkoff and General Electrics business practices. In conclusion, the authors emphasize the special role of psychological readiness in a new technologies’ usage, the importance of following a clear algorithm, considering the specifics of the enterprise and providing flexibility when managing digital transformation projects as a part of crisis management.

Разработка инструментов поддержки системы управления проектами цифровой трансформации предприятия на основе больших данных

In the context of the digital economy development and the transition to the data economy, it is necessary to work out iteratively the strategy of digital transformation of the enterprise on an ongoing basis, as well as optimize the digital project portfolio to achieve strategic business goals and obtain new quality and value of the business model and business processes due to the digitalization advantages. The study identifies the directions for the formation of a management system model that correspond to modern trends in enterprise digitalization and intellectualization based on approaches, tools and standards of project management. The conducted theoretical research allowed developing a set of tools that includes a conceptual model of the digital transformation project management system, a methodology for evaluating the effectiveness of the analytical subsystem for managing digital transformation projects based on big data and a generalized model for forming a strategy for managing digital transformation projects of an enterprise. The proposed authors’ methodology for evaluating the effectiveness of the analytical subsystem for managing digital transformation projects based on big data can be used as one of the tools for assessing the digital maturity of an enterprise and the level of use of big data tools in management. This will allow identifying problem areas for the development of a management system based on big data, as well as reasonably forming an analytical infrastructure for digital transformation corresponding to the transition towards the data economy. The developed conceptual model of the digital transformation project management system is aimed at forming an effective portfolio taking into account risks, the external and internal context of the enterprise, and includes a mechanism for choosing an approach (flexible, classic, hybrid) to managing digital transformation projects.

Multi-mode multi-skill resource-constrained project scheduling problem with differentiated professional capabilities

Motivated by a practical situation in a digital transformation project, this paper considers a resource-constrained project scheduling problem with multiple modes, multiple skill types, and differentiated professional capabilities. In the proposed problem, each project activity has one or more alternative execution modes associated with a trade-off between processing time and resource consumption. In an execution mode, an activity requires a certain number of employees with specific skill types and required professional capabilities. A mixed integer programming model is developed to minimize the total project duration. Since this problem is NP-hard, an efficient immunoglobulin-based artificial immune system (EIAIS) algorithm with a new encoding and decoding scheme and novel components is proposed. The effectiveness of the proposed EIAIS algorithm is tested on randomly generated instances. Computational results show that the proposed EIAIS algorithm has better performance than the existing algorithms.

ОПЫТ УПРАВЛЕНИЯ ПРОЕКТОМ ЦИФРОВИЗАЦИИ В ФАРМАЦЕВТИЧЕСКОЙ ПРОИЗВОДСТВЕННОЙ КОМПАНИИ

The article presents key results of practical research: experience of management of digital transformation projects of business processes in pharmaceutical production company. The methodology of the study includes such tools as case-study, content and situational analysis, observation and expert assessment. On the example of the digitalization project of dietary supplement labeling, a design specificity has been identified, which can be taken into account by other pharmaceutical manufacturers in the implementation of digitalization of marking projects. Conclusions about significant role of digitalization projects in development of the company are made. The analyzed factors influencing the success of the project are externally and internally specific. The identified features of project implementation could be taken into account for subsequent replication of project experience, its integration into the intellectual capital elements of the organization. The accumulated project experience of the company reflects its potential in business transformation, supporting strategic growth of the company.

Determining Critical Success Factors of the Digital Transformation Using a Force-Directed Network Graph

Conducting a digital transformation is one of the major challenges for today’s companies as it is usually associated with a high risk. The reasons for this are manifold. Technologies are still evolving and there is no coherent standard for digital platforms enabling digitalization. Furthermore, it is not only about introducing new technology but also requires a fundamental change in an organization and its culture. Consequently, planning a digital transformation project (or program) requires a careful analysis of the company’s current situation and the envisioned objectives. This article investigates critical success factors for preparing and executing such a transformation. The success factors are identified by conducting a structured literature analysis. 13 scientific papers are identified and then analyzed quantitatively and qualitatively. The quantitative analysis is conducted by using force-directed network graphs. Both methods are then compared and discussed. The result shows that most critical success factors are related to the business change rather than to introducing technology. Leadership, strategy, vision, corporate culture, and customer centricity play a stronger role than a digital platform.

A Study on the Motivation and Path of Digital Transformation in Pudong Development Bank

As technology continues to advance and society progresses, the market demand for digital transformation in the banking sector has been growing steadily. This article initiates an internal interview on the digital transformation project of Shanghai Pudong Development Bank (SPDB), and based on this, analyses the specific details and benefits of the project, and puts forward corresponding suggestions for SPDB to smoothly promote the digital transformation project. Through horizontal comparison, the analysis shows that digital transformation projects will bring significant economic and social benefits to SPDB, reducing cost expenditures. Overall, to effectively accomplish digital transformation, it is essential for researchers from diverse fields to collaborate and establish strong connections between various themes and disciplines. This interdisciplinary approach acknowledges the interdependence of business models and underscores the need for concerted efforts in integrating different areas of expertise.

Information technology for managing information risks for projects of digital business transformation

In the article, the authors revealed the problem of information risk management when implementing digital technologies in business and its relevance. Today creates new challenges for businesses: gathering and storing large volumes of information, transaction history and customer base, all of which can be subject to both cyber threats and technical failures, which can lead to serious financial and reputational losses. Modern information technologies allow businesses to instantly respond to market changes and automate business processes. That is why information technologies are responsible for solving the issue of management effectiveness, in particular, management of information risks in business (detection, analysis, assessment of risks based on available data). The authors proposed the structure of information technology for information risk management of digital transformation projects in business. This structure is built on the basis of the method of anti-risk management of digital transformation projects in business and creates opportunities for the most effective implementation of project activities. The article also proposes an algorithm for filling the information database of information risk management with a description of the relevant processes. The proposed algorithm allows you to manage information risks, reducing the likelihood of threatening situations, time and costs for project implementation. Information technology is one of the effective tools in the process of solving the problems of information risk management during the implementation of digital transformation projects in business. The work presents schemes of the structure of the information base and the algorithm for filling the information database of information risk management of digital transformation projects in business.

Early virtual science museums: when the technology is not mature

This paper discusses three case studies of early science museum-related websites in the 1990s and early 2000s, when web technology was still relatively new and evolving. The Virtual Museum of Computing (VMoC) was a completely virtual museum, originally produced in 1995 as part of the Virtual Library museums pages (VLmp), an international online museum directory within the WWW Virtual Library, adopted by the International Council of Museums (ICOM). The Science Museum in London was one of the first museums in the United Kingdom to have its own web server. The museum hosted an early meeting on web service provision by and for museums, concurrently with an exhibition on the Information Superhighway at the museum in 1995. Exhiblets were launched online in 1998. Ingenious was a multi-site digital collections transformation project, launched as a website in 2003. Virtual Leonardo and Leonardo’s Ideal City were two experiments conducted by the digital team of the Science and Technology Museum of Milan, between 1999 and 2001. The experiment consisted of the creation of a shared online 3D world, namely a reconstruction of the real museum in the first case and a completely imaginary world in the second case. This paper describes the above three case studies from the early World Wide Web and then draws some conclusions, from first-hand experience of developments at the time. We cover both the advantages and the challenges encountered by the various projects and illustrate why they did not necessarily become established, despite promising early results.

Digital transformation dilemma in the era of changing dynamics: How organizational culture influence the success of digital transformation

BACKGROUND: Digital transformation has become one of the most important topics in business, as companies try to use technology to improve their processes and gain a competitive edge. However, the success of digital transformation projects can be affected by organizational culture, which can make it easier or harder for digital transformation projects to be successfully implemented. OBJECTIVE: This study seeks to investigate the impact of organizational culture on the success of digital transformation. The study measures dimensions of organizational culture and how they impact the success of digital transformation projects. METHODS: 264 employees from various firms provided information via a questionnaire, and the study used Structural Equation Modelling (SEM) with AMOS software to evaluate the information and develop the proposed conceptual framework. RESULTS: The results demonstrate that employee empowerment has a positive and significant impact on digital transformation, while new organizational practice, support of change, and teamwork do not. CONCLUSIONS: These findings are crucial for advancing the current understanding of the role of organizational culture in the success of digital transformation projects. By shedding light on this relationship, this study contributes to the literature on digital transformation and provides organizations with insights that can inform their digital transformation strategies.

The Implications of Lean Thinking in Digital Transformation Projects

The Implications of Lean Thinking in Digital Transformation Projects

How do management factors influence digital adoption in the case of a large-scale digital transformation project – A process perspective

Abstract Although practitioners and scientists agree that user adoption of new technologies is a key success factor in digital transformations, little is known about how specific management factors are related to user behavior. In particular, the temporal nature of digital transformation projects is largely neglected. Therefore, we propose a systematic, theory-based framework for the management of digital adoption (MDA) and derive specific process-oriented hypotheses for content-, process-, and context-related management factors, their relationships to user adoption, and underlying psychological processes (e.g., performance expectancy or social influence). We applied the MDA framework in the context of a large digital transformation project in a logistics company in a two-wave research design. We tested the process-oriented hypotheses based on latent change score analysis among 1,095 users. The results support the assumption that changes in management factors, largely mediated by changes in the psychological processes, lead to changes in user behavior.

DEVELOPMENT OF AN ANTI-RISK METHOD OF OPTIMIZING BUSINESS PROCESSES

The introduction of digital transformation projects into the socio-economic management system requires the development of new tools and approaches to information risk management as the main lever of the project's success. In order to solve this problem, the latest scientific achievements in the direction of development and implementation of anti-risk methods for various sectors of the economy were analyzed. This analysis once again confirmed the axiom about the need to manage risks, and today, information risks, which in the era of digitalization are becoming the main problem for many organizations. The purpose of this article is to develop models and an algorithm for the anti-risk method of optimizing business processes in organizations. An anti-risk method of optimizing business processes is proposed, developed on the basis of conceptual and mathematical models of information risk management in projects of digital business transformation. The work demonstrates the concept of the method, the idea of which is the simultaneous analysis of the information risks of the organization, its projects and its environment with the application of uniform countermeasures to them, which leads to a reduction in terms and costs of project implementation. Also given is a mathematical description of the information risk management model in digital business transformation projects, as a manager's toolkit for calculating key project indicators. The proposed anti-risk method of optimizing business processes allows you to eliminate the excessive cost of operations, the time of operations, the inconsistency of actions of participants and take into account information risks. It was concluded that this anti-risk method of optimizing business processes acquires practical significance and value in the process of choosing strategies for further actions in project management.

Strategic investment management in the digital transformation of the economy of the Republic of Kazakhstan

The aims to analyse this issue in the context of the digitalisation of the socio-eco- nomic space of Kazakhstan's regions. The article examined the challenges and op- portunities of digitalisation for industrial enterprises. It emphasises the importance of making rational investment decisions under conditions of budget constraints. The article proposes a financing scheme for digital transformation projects using quasi- monetary and crypto-financial instruments to attract investment. It is concluded that the impact of cost savings and benefits of digital transformation of enterprises is directly reflected in the level of company capitalisation and its market value, and the financial system corresponding to the new technological cycle is a necessary condi- tion for financial sustainability.

THE MEDIATING ROLE OF TRANSFORMATIONAL LEADERSHIP IN THE RELATIONSHIP BETWEEN DIGITAL TRANSFORMATION AND EMPLOYEE ENGAGEMENT FROM THE POINT OF VIEW OF PUBLIC SECTOR EMPLOYEES IN PALESTINE

Adopting modern technology has become an important factor in developing the performance and service quality of organizations. So, we must realize that focusing on technology alone is inadequate step. This also requires a change in the administration forums and leadership styles. So, this study aims to recognize the intermediation role in the transformational leadership in the relation of digital transformation and the employee’s engagement in Palestine. The study included all the workers in digital transformation and all participants in digital transformation projects in the Palestinian ministries that have an effective role in offering the governmental services . The study included 56 male and female employees who were chosen by targeted sample way to check the study hypothesis by depending on the modulation of formative equation (SEM) by using (Smart PLS) program. The study has revealed a positive and important effect of digital transformation on the employee’s engagement and transformational leadership. According to the results, we have had some recommendations to enhance the role of the transformational leadership and merging all employees in business levels due to the digital transformation.

Digital Systems in Public Policy and Urban Planning: Lobbying, Examples, and Recommendations for Further Application

The use of digital systems in the face of growing global competition is one of the most important trends in the development of both corporate and public governance worldwide. Hence, the key task of the article is to analyze the specifics of the implementation and optimization of digital management systems in terms of minimizing political and economic risks. A comparative analysis of various cases clearly demonstrates that even lobbying for the introduction of digital planning and management systems can have both a positive and negative impact on government policy, depending on the specific situation. However, the demand for their use in state institutions at the federal and regional levels is only increasing every year, which opens up opportunities not only for potential customers, but also for performers and developers of digital systems. The authors prove that the deployment of innovative management technologies plays a crucial role in shaping the competitiveness and profitability of a company in both the public and private sectors. As an example, the authors consider options for implementing an enterprise resource planning system (ERP systems or Enterprise Resource Planning, i.e. a software solution that integrates the various business processes and functions of an organization into a single system), which led to failures due to a number of factors. On the other hand, examples of successful implementation of digital transformation projects in Russia are presented and a list of factors worth paying attention to when implementing urban planning projects in order to avoid financial losses in the future is given. The introduction of digital management systems in the practice of functioning of the unified system of public authority of the Russian Federation is an important step towards improving the management of public resources and improving the efficiency of government structures in general.