Project Management Framework Research Articles

Managing project sustainability in the extractive industries: Towards a reciprocity framework for community engagement

Merely a peripheral discussion in project management up until recent years, sustainability has become a central issue in both academia and practice. Despite growing interest and research on sustainable project management, we still know little about how projects in the extractive industries, known for their significant local impact, can be used to foster inclusive sustainable development for local communities. Arguing that extractive industries have inadequately addressed the increasing demands of stakeholders for contributing to sustainable development, we build on the philosophical theory of capabilities and the principle of reciprocity to propose a new framework for community engagement and sustainable project management. The reciprocity framework for community engagement is based on the premise that a sustainable extractive project requires its promoter to nurture constructive and mutually beneficial relationships with local communities. By integrating moral considerations into our framework, we contribute to the paradigm shift required to embed projects in sustainable development by better balancing stakeholders' needs at the economic, environmental, and social levels.

The history and future of projects as a transition innovation: Towards a sustainable project management framework

AbstractProject management practices have evolved as the discipline grew from managing defence and engineering projects to delivering information systems, supporting organizational transformation, and managing megaprojects supporting national infrastructure needs. Thus, from starting as a tactical tool, project management grew to deliver organizational and national strategies. The next challenge for project management is to support the achievement of sustainable development goals to tackle societal challenges. How can it do this? In this article, we chart a way forward for project management to contribute to global sustainability by tracing the history of projects from prehistoric times to the 21st. We outline the development using the lens of socio‐technical transitions to analyse technological niches developed to advance the field, and socio‐technical regimes that have supported the development of project management to adopt these technological niches to meet changes that appear at the landscape level. By analysing the history of projects and project management, we argue that the discipline has continuously evolved as a transition innovation that can meet the challenges posed by sustainable development. However, further investigation is required. A sustainable development framework has been proposed in this article to enable project management researchers and managers to achieve this transition.

Agile Project Manager Competencies: Insights from Job Advertisements

Agile project management has become increasingly popular as a management philosophy for project management. However, there are few examinations into agile project management's competency requirements, including how these competencies are signaled to the broader labor market. This study examines agile project management competencies and how these agile competencies are signaled in job advertisements. Utilizing a project management framework to understand agile project management competencies, we examine the requirements from both demand- and supply-side requirements and how these competencies are signaled to the labor market through job advertisements. We discuss the implications of these findings for the broader project management theoretical framework and community.

Decentralized project management concept for schedule-critical space projects

The Apollo moon missions of the 1960s pioneered the classic phased approach to space mission management. While successful at the time, this rigid and inflexible management philosophy has become synonymous with cost and schedule overruns of most high-profile space missions. The software industry has recently adopted modern, more flexible project management techniques based on “lean-agile” methods that enable team collaboration and communication through distributed task and schedule management, online document sharing and rolling-wave planning. However, due to the inherent schedule complexities of hardware development and the firm constraints of design review and launch timelines, flexible project management frameworks have not been widely adopted for space mission management. This paper presents a modified version of the traditional agile management philosophy, adapted to the unique needs of the space industry. A recent satellite development project was managed using the new modified-agile approach, while collecting project hours and task durations. Comparisons were made between this new style of space project management and a recently completed satellite development project using traditional space project management techniques. Results show that the new management approach reduced strain on the project team, improved overall productivity, and maintained a more level task loading when compared to the traditional management approach. This paper also illustrates how the new management approach can enable project resilience to change by analyzing its response to the labor disruptions caused by the COVID-19 pandemic.

Optimized Application of Sustainable Development Strategy in International Engineering Project Management

The aim of this paper is to establish an international framework for sustainable project management in engineering, to make up the lack of research in this field, and to propose a scientific theoretical basis for the establishment of a new project management system. The article adopts literature review, mathematical programming algorithm and case study as the research method. The literature review applied the visual clustering research method and analyzed the results of 21-year research in this field. As a result, the project management system was found to have defects and deficiencies. A mathematical model was established to analyze the composition and elements of the optimized international project management system. The case study research selected large bridges for analysis and verified the superiority and practicability of the theoretical system. Thus, the goal of sustainable development of bridges was achieved. The value of this re-search lies in establishing a comprehensive international project management system model; truly integrating sustainable development with project management; providing new research frames and management models to promote the sustainable development of the construction industry.

Managing complexity in projects: Extending the Cynefin framework

Recommendations for managing complexity in projects acknowledge different levels of complexity, but often neglect the importance of (non-)repetition. This paper uses the Cynefin framework, structuring problems along the levels of simple, complicated, complex, and chaotic, and the learning loop model as simple but practical tools to sort different project situations. Combining the degree of complexity with repeatability or uniqueness allows a typology of projects to guide management. Single-loop and double-loop learning from past experiences is restricted to the occurrence of similar situations, slicing, project management guidelines and frameworks to complicated projects. The more complex and novel the problem, the more likely that non-standard, non-algorithmic ways such as sensemaking, trial-and-error, and whole-systems approaches will yield satisfactory results. Expertise is useful for simple and complicated projects; however, for new and complex projects, experience, authority and trust, and recognition of abstract patterns (deutero learning) are more important.

Project Management Procedure for the Construction of Cooled Stores for Drugs and Medicine on Iraq

Iraq is one of the countries that fluctuates in the climate greatly, as well as is characterized by a very hot summer, so the cold storage sector is very important in this country, especially medicine and medical supplies stores. The warehouse sector is one of the most important construction sectors. It includes many facilities, the most important of which are cold stores. After researching and investigating the necessary data in managing this type of project, it was found that there is a great shortage in that data, and this deficiency may be one of the reasons for the failure of this sector in Iraq. In order to evaluate the information and available data related to the management of cold store projects, a questionnaire was asked to take the opinion of engineers and specialists in this field. The questionnaire included several axes, and each axis included a group of questions. The questions were divided depending on their relationship to each other. The questions included gender, age, specialization, experience and the fact that the engineer previously worked in project management and other questions. This article proposes waterfall framework as project management framework for the studied case projects.

РЕВЕРСИВНАЯ ЛОГИСТИКА В СИСТЕМЕ ОБРАЩЕНИЯ С ОТХОДАМИ НА ТЕРРИТОРИИ АРКТИЧЕСКОЙ ЗОНЫ РОССИЙСКОЙ ФЕДЕРАЦИИ

The relevance of the research topic is due to the need for a systematic approach to the organization of environmental safety related to waste management in the Arctic zone and regions of the Far North. One of the solutions to waste management in the Arctic zone can be the introduction of reverse logistics. The purpose of the article is to consider an empirical model of the stages of implementation and functioning of backflow logistics within the framework of project management of a system for ensuring environmental safety and resource efficiency. The article presents the results of research in the field of waste management in the regions of the Far North by the introduction of reverse logistics. Risk factors from radioactive waste and their consequences for the regions of the Far North are presented, as well as the main factors complicating the work of the waste management system in the Russian Arctic. A properly designed reverse logistics model can be used as a tool in waste management.

Devising a technology for managing outsourcing IT-projects with the application of fuzzy logic

An outsourcing IT project management model has been developed. The proposed model features taking into account the specifics of project management processes at outsourcing IT companies in terms of the uncertainty of the external and internal environment of their operation. The model is based on the stage-gate project management framework with fuzzy logic tools. The proposed modification of the fuzzy inference mechanism makes it possible to refuse to save the intermediate results which reduce the load on the database and create the possibility of using semantic networks. The technology of expert consultations was demonstrated by the example of decision-making regarding the assessment of the current status of the IT projects accepted by the outsourcing company for development. Dynamic nature and cyclical management of the portfolio of IT projects involves constant monitoring of the results of implementation with an appropriate regular portfolio reforming. The model was developed to improve the efficiency of the software development sub-process and minimize the negative consequences of financial dependence on the customer. The application software developed on the basis of the model of management of outsourcing IT projects and modification of the fuzzy inference mechanism has found practical application and was implemented in the computational practice of HYS Enterprise B.V. outsourcing IT company. Testing of the program shell has shown positive results in the course of solving the tasks peculiar to concrete stages of IT project management. The proposed structure and composition of the fuzzy knowledgebase of the expert shell are quite typical in terms of IT outsourcing problems. It is expedient to use the developed model at outsourcing IT companies in the process of project portfolio management

Building impactful systems-focused simulations: integrating change and project management frameworks into the pre-work phase

Healthcare organizations strive to deliver safe, high-quality, efficient care. These complex systems frequently harbor gaps, which if unmitigated, could result in harm. Systems-focused simulation (SFS) projects, which include systems-focused debriefing (SFD), if well designed and executed, can proactively and comprehensively identify gaps and test and improve systems, enabling institutions to improve safety and quality before patients and staff are placed at risk.The previously published systems-focused debriefing framework, Promoting Excellence and Reflective Learning in Simulation (PEARLS) for Systems Integration (PSI), describes a systematic approach to SFD. It includes an essential “pre-work” phase, encompassing evidence-informed steps that lead up to a SFD. Despite inclusion in the PSI framework, a detailed description of the pre-work phase, and how each component facilitates change management, was limited.The goal of this paper is to elucidate the PSI “Pre-work” phase, everything leading up to the systems-focused simulation and debriefing. It describes how the integration of project and change management principles ensures that a comprehensive collection of safety and quality issues are reliably identified and captured.

DEVELOPMENT OF A MODEL FOR BALANCED EVALUATION OF PROJECT SUCCESS BASED ON METHODICAL INDICATORS OF VALUE

As part of the value-based approach to project management, a new economic metric was actually introduced - value as an indicator of the company's success. The basis of the value-based approach is the definition of indicators that reflect the growth of the company's value. Assessment of the value of projects and their expertise should be carried out in a certain sense in a uniform manner, based on common indicators. A study of the system of indicators for management and balanced assessment of the value of projects was carried out. Indicators are considered in the context of the development of existing project management systems. It is proposed to divide the existing system of indicators into three groups: methodological, methodological and operational. The hypothesis that the success of the project mission can be predicted based on the values of the indicators of a group of methodological indicators for assessing the values of the project is confirmed. Using modern mathematical methods, it is shown that in the group of methodological indicators for project evaluation, each of the indicators objectively reflects the value, and sometimes the effectiveness or success of the project, since each indicator is used as the main one for a certain type of project. The model developed by the authors can serve as a methodological basis for managing the value of projects. The proposed model makes it possible to assess the value of project activity in terms of its effectiveness based on only one, any indicator of a group of methodological indicators for assessing the value of the project. The model allows the use of value management tools at different stages of the project life cycle. In addition, the mechanisms presented in the work are universal and can be used in projects implemented using various approaches: both within the framework of classical project management and using “flexible” or hybrid methods. The article shows that the group of methodological indicators objectively reflects not only the success of the project. Considering any of the indicators, one can conclude about the effectiveness or success of the project mission or strategic goal.

Conceptual Framework of Project Management for Space Industry Projects

Conceptual Framework of Project Management for Space Industry Projects

Assessing the Impact of Project Management Frameworks Adoption on Project Success: A Study Moderated by Culture

Assessing the Impact of Project Management Frameworks Adoption on Project Success: A Study Moderated by Culture

Development of Agile Project Management Framework in Oil and Gas Companies in Kuwait

The Petroleum industry requires construction and renovation of 'upstream' and 'downstream' facilities. Kuwait Oil Company is dealing with the exploration and manufacturing of crude oil & natural gas. EPC projects perform an essential role in the technology of new physical amenities to keep or decorate production. Project administration has developed incredibly over time due to several strategies to deal with building activities. Schedule and Budget are the two most important concerns required to be optimised all through execution. Therefore, a very excellent & efficient challenge management system is wished and has to be framed to deal with the fundamental capital construction projects. In effect, help the organisation makes have an impact on the country's economy.

The VUCAlity of Projects: A New Approach to Assess a Project Risk in a Complex World

The “projectification” of Western societies has been consolidated by a number of studies and now calls for various adaptations in the managerial framework of project management. Faster rates of change in complex environments antagonize the traditional risk assessment approach and demand a more dynamic approach. A framework commonly used for understanding the challenges of complexity in the modern business environment is VUCA. VUCA stands for volatility, uncertainty, complexity, and ambiguity. In order to mitigate the impact of a VUCA environment on complex projects, organizations and project leaders need to know the type and severity of challenges they are dealing with in each unique project. This study explores the VUCA framework in the context of projects and suggests that the VUCA approach can enhance the conventional risk assessment procedure. The study also drafts an accessible diagnostic tool to assess the VUCA dimensions a project is facing, so that project managers can effectively isolate “fat tail” risk events. The tool is tested on five complex projects in the manufacturing industry and its effectiveness is discussed.

Real World Scrum A Grounded Theory of Variations in Practice

Scrum, the most popular agile method and project management framework, is widely reported to be used, adapted, misused, and abused in practice. However, not much is known about how Scrum actually works in practice, and critically, where, when, how and why it diverges from Scrum by the book. Through a Grounded Theory study involving semi-structured interviews of 45 participants from 30 companies and observations of five teams, we present our findings on how Scrum works in practice as compared to how it is presented in its formative books. We identify significant variations in these practices such as work breakdown, estimation, prioritization, assignment, the associated roles and artefacts, and discuss the underlying rationales driving the variations. Critically, we claim that not all variations are process misuse/abuse and propose a nuanced classification approach to understanding variations as standard, necessary, contextual, and clear deviations for successful Scrum use and adaptation

ANALYSIS OF THE MANAGEMENT OF MATERIAL AND TECHNICAL ASSETS OF ENTERPRISES

Variability of demand for goods, depending on their availability and cost is a frequently observed phenomenon in the sphere of production and consumption. This paper discusses the possibility of using the ABC analysis for the inventory management system. This type of analysis makes it possible to apply various methods of inventory management for increasing the income and reducing the costs of particular products for manufacturers.
 As is known, the management process approach emphasizes the systematic study of management by defining management functions in an organization and then examining each in detail. There is a general agreement on the planning, organizing, and controlling functions.
 Traditional inventory management systems, such as the Lean Order Quantity (EOQ) model, are based on the assumptions of constant demand rate, constant inventory cost, and instant order. The EOQ assumption of instant order receipt means that the entire order quantity, that is, all units of the purchased lot is immediately received from the supplier. The Economic Production Quantity (EPQ) model weakens this assumption by including incremental order receipt, i.e. debit.
 In recent years, major advances in the sphere of management include the following elements:
 process approach
 management science
 decision support approach,
 scientific approach to human resources development, and sustainable competitive advantage.
 These four approaches complement one another in current practice and provide a useful framework for project management.
 This paper presents a realistic model of the goods production and their inventory, since ABC analysis or ABC classification is an integral part of materials management. According to this approach, the inventory is divided into three categories depending on income generation. The ABC analysis helps entrepreneurs identify the main types of products in the warehouse, prioritize the goods management based on their cost, and analyze customer demand for a specific product.

Too Old for Agility? Employee Age and Readiness for Change Toward Scrum—The Moderating Roles of Age Climate and Subjective Age

AbstractWhile demographic change is leading to an aging workforce in many parts of the world, more and more companies are implementing agile forms of collaboration. These enable better adaptation to change through constant, iterative learning but require a corresponding mindset from the employees. According to meta-analytical findings, willingness to learn is negatively correlated with employee age, whereas willingness to change is not. We examined the relationship between employee age and readiness for change toward Scrum—the predominant framework of agile project management—focusing on moderating effects. We hypothesized that readiness for Scrum does not decrease with employee age per se, but that it depends on age climate and subjective age. Using an animated explainer video, we created a scenario in which Scrum gets implemented in the participants’ work area. We tested our hypotheses using two studies with age-heterogeneous samples (N1 = 146, N2 = 198), differing in their mean ages (M1 = 36.9, M2 = 41.6). Across studies, and consistent with expectations, readiness for Scrum increased with age when employees reported lower levels of subjective age. Regarding age climate, the results were mixed: In Study 1, readiness for Scrum increased with age when participants perceived a more negative age climate, whereas in Study 2, it increased in a more positive age climate. Results of the three-way interaction in Study 1 suggest a complex interplay between age identity and age climate. We interpret these results in light of existing theory and discuss possible implications for research and practice.

Management of public–private R&D projects in Higher Education: key trends and issues

ABSTRACT Research and Development (R&D) project managers in Higher Education must deal with uncertainty, ambiguity, competition, accountability and different objectives for professors, scientists, firms, users and other stakeholders. Formal project management frameworks are commonly adapted to support this. However, the wide range of challenges related to R&D inhibits truly effective and efficient approaches. In this paper, the R&D project management literature is analysed, chief concepts are examined, and key areas to be considered by any management approach in Higher Education institutions are suggested. This will lead to more realistic management practices, focused on their added-value and on that of the particular project and not on the management framework/methodology per se. The particular case of collaborative private–public R&D projects funded by public funds is addressed in view of their increased importance as a key instrument for the implementation of public science policies.

BIM for Existing Construction: A Different Logic Scheme and an Alternative Semantic to Enhance the Interoperabilty

In the construction field, the Building Information Modeling (BIM) methodology is becoming increasingly predominant and the standardization of its use is now an essential operation. This method has become widespread in recent years, thanks to the advantages provided in the framework of project management and interoperability. Hoping for its complete dissemination, it is unthinkable to use it only for new construction interventions. Many are experiencing what happens with the so-called Heritage Building Information Modeling (HBIM); that is, how BIM interfaces with Architectural Heritage or simply with historical buildings. This article aims to deal with the principles and working methodologies behind BIM/HBIM and modeling. The aim is to outline the themes on which to base a new approach to the instrument. In this way, it can be adapted to the needs and characteristics of each type of building. Going into the detail of standards, the text also contains a first study regarding the classification of moldable elements. This proposal is based on current regulations and it can provide flexible, expandable, and unambiguous language. Therefore, the content of the article focuses on a revision of the thinking underlying the process, also providing a more practical track on communication and interoperability.