Project Management Methodology Research Articles

Project management of «unicorn» companies under digitalization conditions

Methods. The results were obtained through the use of the following methods: comparison – when determining the advantages of different approaches to project management in a specific historical context; statistical analysis – when determining the rates of digitization of business activity in Ukraine and in the world; induction and deduction – when forming recommendations regarding the construction of the project management system of high-tech companies. Results. Trends in the change of project management model in startup organizations have been identified. They are associated with their transition to agile management methods, in particular, those modern project management models that have been developed in the leading countries of the world. Various project management methodologies used by «unicorn» companies are analyzed. It has been established that the desire to combine the interests of various groups of interested parties in the conditions of defined time, financial and technological possibilities leads to the transition from traditional cascade methods of planning and organizing activities to the division of works into separate components with their asynchronous execution. Novelty. The research has demonstrated an increase in the number of business structures that are digitizing their own business model, which is accompanied by a gradual rejection of classic administrative approaches (in particular, those that were inherent in cascade planning), as well as a transition to flexible forms of project management, known as agile. The key drivers of digital transformation of companies are described. Practical value. There is offered the description of the trends in the digital transformation of business structures by adapting startup companies of their own business models to dynamic changes in the market environment in both the global and local dimensions. The application of flexible management methods allows high-tech companies to launch new projects, using outsourcing and applying an incremental approach to the development of new products. Thanks to this, companies introduce «beta versions» of products much earlier and with less expenditure of resources, gradually improving them.

Towards a project management framework for ICT projects in defence institutions

A framework for information and communication technologies (ICT) projects may address the discord of traditional project management and that, which is required for ICT projects within defence institutions. The problem is also underlined by the pace of technological development and the current application of compromised project management. Globally no specific project management methodology is prominently suitable for solution delivery within defence institutions. The aim of this research was to address the problem by the development of a framework for the project management of ICT projects for defence institutions. The research methods used to address the problem were dual with respect to a descriptive study. Secondary sources were utilised to describe a thorough background to the problem and secondly, a descriptive case study was used. The ICT function of the South African Department of Defence (DOD) was used for the case study. A synthesis of the data from both these sources guided the development of a framework. The final outcome was the development and enlightenment of a conceptual framework for the project management of ICT projects after considering the unique challenges of the military, the importance of upscaling agility and by reviewing project management methodologies. In conclusion, the conceptual framework proposes a hypothetically workable approach for the project management of ICT projects in defence institutions.

Implementation of Management 3.0: its consistency and conditional factors

PurposeRapid changes in the business environment and the accelerating dynamics and increasing complexity shaping the functioning of organizations have given rise to modern concepts of people management. The Management 3.0 (M3.0) concept was developed based on agile project management concept; however, it can be implemented not only in projects, but also in the entire organization. It consists of six pillars such as: energizing people, empowering teams, aligning constraints, developing competencies, growing structure, and improving everything. The paper aims to present the relationships between the level of implementation of the above-presented pillars and such variables as the scope of use of agile project management methodologies, and project managers' (PMs) as well as HR practitioners' knowledge in this area.Design/methodology/approachMembers of PMI and IPMA representing 34 companies located in Poland took part in the research which was based on a CAWI method.FindingsResearch shows that the level of M3.0 implementation – in terms of its six pillars – is internally consistent but mostly on a “defined” level. No correlation was observed between the implementation of M3.0 and the frequency with which agile project management methodology is applied. On the other hand, there is a strong correlation between the level of PMs' knowledge and the implementation of some of the M3.0 pillars. HR specialists' knowledge in the field of M3.0 is not associated with organizational advances in the implementation of M3.0.Originality/valueAs the first research project in the area of M3.0, this study proposes practical implications as well as topics which require further empirical exploration.

Role of project management methodology in challenges faced in implementation of Information Systems projects in the new normal after pandemic

Information technology and information systems have gained importance than ever before after the onset of COVID-19. Information systems in the new normal needs to be developed considering the huge demand for online services and the wide population consuming these services. Development of such information systems requires robust project management methods for smooth implementation and efficient delivery of services to the users. The prime objective of adoption of a project management methodology by Information system providers is to address the challenges in management of the projects in the organization. Different project management methodologies are available for different types of projects. There is a need to understand if the project management methodology adopted has any significance in the current challenges faced in the implementation of the project. A questionnaire survey was conducted among practitioners in the IT industry to understand if their current project management methodology has any association with the challenges they face in the current projects during the COVID pandemic time. The survey was conducted among a group of practicing professionals in the state of Kerala, India in the field of IT in Government and private sector.

The Relationship Between Uncertainty and Task Execution Strategies in Project Management

Common project management methodologies do not consider project task uncertainty for determining appropriate task execution strategies. This article proposes an actionable task-model based approach to integrating uncertainty considerations in project management. The authors developed the article in an industrial setting, interviewing experienced project managers, and observing 12 innovation projects. The resulting models were validated in four innovation projects. This process also revealed recurring patterns of how projects deal with high levels of uncertainty. The heightened awareness of uncertainty levels of project tasks, combined with four fundamental task execution strategies, has a significant impact on project managers’ decisions.

Methodology of project management of innovative development of small and medium-sized enterprises of the region

Methodology of project management of innovative development of small and medium-sized enterprises of the region

Early-stage Project Outcome Prediction Considering Human Factors

In the early stages of a project, project managers need a way to connect concrete actions to the factors that affect project success. This study aims to upgrade project management methodology by using machine learning technologies to predict project results. Using a new deep learning model called “deep tensor,” we predict project results at the time of completion—including quality, cost, and delivery time—by evaluating the project’s state in its earliest stage using various types of project knowledge assets. The prediction results suggest that the predictive accuracy of the deep tensor model is more accurate than that of the random forest or multiple regression model. The way to use this model to recommend specific advice by using the factors that most influenced the model’s predictions is also presented. This research provides a method for sharing difficult-to-share knowledge across projects and will be useful for early, tangible improvement measures in the project execution phase.

Examining the Impact of Project Management Methodology on Construction Project Success. Using Risk Management as a Mediator and Organizational Culture as a Moderator

Purpose: The objective of this empirical study was to examine this relationship using 03 different dimensions of various elements of any Project management methodology i.e. having a comprehensive set of elements, supplementing missing elements & applying relevant elements, and assessing their impact on project success.
 Design/Methodology/Approach: Data is collected from 261 respondents from the construction industry of Punjab, Pakistan with the help of a research questionnaire. Partial Least squared-Structural Equation modeling is used to analyze the data through Smart PLS.
 Findings: The results of this study indicate that all three dimensions have a significant and positive impact on project success. Furthermore, mediation by risk management and moderation by organizational culture is also found to be present in these relationships.
 Implications/Originality/Value: These results implicate that by using relevant dimensions of various elements of project management methodology, the project success rate can be enhanced for construction projects.

A Comparative Case Study of Waterfall and Agile Management

This paper represents a real case study provided in a medium-size insurance company based on analysis that has been made regarding whether to apply the agile methodology of project management or traditional methods of project management. Researchers and end-users agreed that agile methods are more effective in projects and have added value in a very short time compared to the traditional waterfall approach. The research analysis has been conducted based on data acquired through a survey from the respondent associated insurance company. Further, it is demonstrated that the use of the agile methodology in insurance companies in Saudi Arabia is more helpful than the waterfall methodology because of the quality-related outcomes it offers to the project managers.

Sports events and project managent. A PM2 proposal

Purpose: To use the project management approach for the management of the events and, particularly, to adapt the PM2 methodology to sports events.Design/methodology/approach: Theoretical analysis about whether a sport event is a project, and what must be fulfilled for it to be so. Theoretical analysis approach into the roles of the event manager and project manager. Theoretical adaptation of the PM2 to sport management.Findings: Event management could benefit from PM2 with several adaptations. The main ones imply separating the execution phase in two separate ones due to simultaneous and mass involvement of participants and spectators in the event; introducing a marketing orientation in the management of the project to maximize the economic return of the event, or introducing the concept of extended customer to include the owner of the event, the participant and the spectator and including this concept into the governance model.Research limitations/implications: Further empirical research is needed to analyze the implementation of this adaptation of PM2.Practical implications: We offer an adaptation of PM2 for the event managers that allow them to apply project management standards in their particular events. We made the particular case of sport events sector by introducing the marketing approach and the market orientation of the event manager to the PM2 methodology.Social implications: The redefinition of the role of sport event managers with a project management orientation allows to introduce the cost-benefit analysis in the development of a sport event, and by measuring the relative efficiency sport events could be not only successful, but also profitable and sustainable.Originality/value: For the first time, PM2 is applied to events, in particular, to sport events. The specific characteristics of PM2 makes it interesting in any sector, as sports events, where managers do not have extensive experience using project management standards and methodologies.

Project Management for the Implementation of a Software: Case Study Debt Collection Software System

Project management has become an essential element across all industrial sectors in the successful delivery of projects. Regardless of the industrial sector or size of project, project management methodologies (PMM) can be applied to improve the probability of meeting the project goals. This paper will discuss about how to manage the whole project from the idea to its implementation for the creation of software on debt management. It will show the way the work was planned until the end of the product, to give the customer a product of the highest quality. The current situation of how debt management companies work is very difficult, unproductive and day by day it was becoming a serious problem. Everything was born from the accumulated work experiences over the years and the current state of the Albanian market. Information management in Albanian companies is done through Excel files, where information is disorganized, insecure and can be lost from time to time due to technical problems. The current situation on debt management activity is very backward compared to technological innovation. Current ways of working are certainly associated with negative economic consequences for debt collection companies and major financial risks. In the current working conditions, there was a clear lack of information efficiency, which made the performance of debt collection agents extremely low. In this situation, studying the Albanian market and the ever-increasing demands of this type of activity, it was seen as necessary to create software on management. of debts.
 
 Received: 24 January 2022 / Accepted: 15 March 2022 / Published: 20 March 2022

Экспериментальная проверка эффективности применения эволюционного моделирования при управлении организационными процессами IT-проектов

Improving the efficiency of managing the organizational processes of IT projects is an urgent task that project managers constantly solve. One of the ways to solve this problem is to use evolutionary modelling for the rational choice of composing the performers’ teams and distributing the performers to the given tasks. In accordance with modern flexible IT project management methodologies, some of the main factors for the successful implementation of an IT project are people and relationship. This necessitates taking into account the performers’ personal and psychological qualities in a complex, considering professional competencies. The main criterion for IT project management efficiency is the labour intensity of solving project problems. The COCOMO II method allows having the most complete consideration of various aspects of the performers’ team work while calculating labour intensity.
 The article proposes a scheme and describes the main stages of the experiment, which makes it possible to evaluate the effectiveness of using an integrated systematic approach to solving the problem of improving the efficiency of managing the organizational processes of IT projects. Experimental checking implements comprehensive processing of information about the personal and psychological qualities and professional competencies of the performers’ teams members, a comprehensive assessment of the decision-making effectiveness when managing the synthesis of the performers’ team composition and structure and the distribution of project participants into tasks based on developing evolutionary modeling methods in combination with the COCOMO II method and the method of paired comparisons T. Saaty.

Adoption of Large-Scale Scrum Practices through the Use of Management 3.0

Software engineering companies have progressively incorporated agile project management methodologies. Initially, this migration occurred mostly in the context of startups, but in recent years it has also sparked interest from other companies with larger and more geographically dispersed teams. One of the frameworks used for large-scale agile implementation is the LeSS framework. This study seeks to explore how Management 3.0 principles can be applied in the context of the ten practices proposed in the LeSS framework. To this end, a qualitative research methodology based on four case studies is used to identify and explore the role of Management 3.0 in software management and development processes that adopt this agile paradigm. The findings show that the principles of Management 3.0 are relevant to the implementation of the LeSS framework practices, especially in fostering team values and personal values; however, distinct principles between the two paradigms are also identified, namely the greater rigidity of processes advocated in the LeSS framework and a greater focus on process automation.

ГИБРИДНЫЙ ПОДХОД К УПРАВЛЕНИЮ ПРОЕКТАМИ ПЛАНИРОВАНИЯ МЕРО-ПРИЯТИЙ

The article considers the issues of project management processes related to the field of event organization, the use of agile project management methodologies, their ad-vantages and limitations concerning imple-mentation to the event industry. Based on the hybrid project management model pro-posed by David Robins and the Event Man-agement Body of Knowledge (EMBOK) framework, the author has developed a model of event project management work-flow, combining traditional and iterative ap-proaches to event project management.

Configuration of international project management based on private public partnership

Nowadays, the public-private partnership in contemporary conditions becomes a driver of economic development, a basis for modernization and a factor for increasing the country's competitiveness. That determines the development of infrastructure potential in the form of construction and modernization of a complex of socio-economically significant objects. In the developed countries, being a reality promoted recently, the public-private partnership encompasses intellectual, institutional and organizational resources, and acquires an increasingly important role in integrating the managerial structure in central and local public administrations. The analysis of the configuration of the management of international publicprivate partnership projects, in the conditions of financial and economic instability, highlights the issue of attracting the private sector to participate in the management and financing of socially significant strategic infrastructure projects. In this regard, this article is intended to extrapolate the project management methodology in the context of public-private partnership, the implementation of which can significantly improve the process of managing public-private partnership projects.

Project Management Methodologies for Engineering KMS based on PMBOK Approach: A Systematic Literature Review

The process of creating, sharing, discovering, and capturing knowledge becomes an intangible asset for an organization. As a valuable asset, Knowledge needs to be managed. There is a tool called Knowledge Management System (KMS). The latest technology and social or structural mechanisms are components to develop KMS. But developing an IT project has a high risk of failure, so it should be managed using a project management approach. A project is a temporary endeavor to make a product or service. It means that a project has a start and an end project phase. Some methodologies which exist do not offer complete stages of development KMS. They do not cover feasibility study activities, lack of clear specification, and lack of closing project phase. The study gap is expected to be loaded up and well explained in this paper through a systematic review of the published literature over the last six years using the Kitchenham method. The results show that most researchers used a predictive approach compared to an iterative, incremental, or adaptive development approach to build KMS. The main result of this study we found 36 processes in the developing KMS. The novelty of this research, we generated a table to map the processes into the model, method, artifact and presented it by group process based on the Project Management Body of Knowledge (PMBOK). The table can help the organization develop the KMS project to improve its effectiveness and competitiveness.

INTERDEPENDENCE INNOVATIVE EDUCATIONAL FORMS UNIVERSITIES AND NATIONAL FINANCIAL SECURITY INSTRUMENTS

The article analyzes the main features of innovative educational forms and methods of working with applicants for higher education. The authors analyze the key features of traditional methods, focusing on the most important educational method - the method of project management, translating it into the plane of start-up management. This article addresses issues related to the analysis of start-up project management methodologies. The work focuses on the relationship between the introduction of innovative forms of learning and ensuring financial security and social stability of society. In this aspect the influence of education on economic growth, development of human potential, increase of labour productivity, growth of well-being of the population is considered. The authors identify the channels of positive impact of education on scientific, technical and technological progress, expansion and innovative development of social production, improving the welfare of the population. The authors conclude that there is evidence of a close relationship between education and financial and economic security, as scientific knowledge increases the competence and ability of man, state and society to resist various threats, anticipate and suppress emerging dangers. The authors emphasize the focus of modern education, namely the possibility of forming different professional trajectories through consulting and corporate finance. Particular attention is paid to the need to focus educators on the growth of demand for competencies aimed at data analysis, both in the financial and non-financial spheres. It is obvious that education and the financial and economic sphere have a direct correlation, which is not always noticeable and, as a consequence, is not taken into account when making managerial decisions. However, the links between education and the country's financial and economic performance are less clear and still need to be validated and explored from a practical point of view. These are necessary steps to have a clear idea of what a national education system should be, which ensures the economic, scientific, technical, social and cultural development of the country at the level of unconditional provision of its national security and socio-economic stability.

Development of project management of the region’s Economy

Currently, economic progress requires solving a number of interrelated tasks in the constituent entities of the Russian Federation. A significant part of them concerns the problem of the effective use of the potential of enterprises and organizations, functioning in various sectors and spheres of the national economy. Consequently, appropriate project management processes in the region are needed to realize the economic potential. The problem of the study is how project management affects the development of the region, the solution of which is of significant practical and theoretical interest for the economy of the region. The purpose of this article is to search for and substantiate approaches to improving the development processes of project management in the economy of the region. The following methods of scientific cognition are used in the work: abstraction, analysis, induction, synthesis. The article discusses the methodology of project management, the budget of national projects of the Russian Federation and its structure. The system of state regulation of the development of the region’s economy has been studied. The relevance of using the tools of project management of the region’s economy is substantiated. In addition, the factors influencing the formation of the state strategy in the regional context are presented. New tools for the development of project management of the region’s economy are considered, such as: «Waterfall», «Agile», «Scrum », the critical path method (CPM), critical project chain management Critical Chain PM (CCPM). It is proved that the use of regional policy instruments largely depends on the potential of regions, territorial differences in their development, the specifics of regional problems, the degree of decentralization of public administration.

Integrative Approach to Implementing Labor Productivity Projects in Large Industrial Companies Operating on the Territory of the Perm Krai of the Russian Federation

Abstract A purposeful growth in efficiency of large industrial companies largely depends on a balanced decision-making concerning the content, the cost, and the quality of corporate projects to increase business productivity. A traditional project management methodology does not allow improving all project’s parameters simultaneously. This leads to difficulties in implementing the developed measures and in providing the planned productivity growth. To search balanced decisions in labor productivity projects it is suggested to use an integrated approach, focused on a range of efficient instruments from allied management fields. It is recommended to integrate project management methodology with some instruments of strategic and innovative management, production systems development concepts LEAN, QRM and Agile, human resource and project portfolio management. A model of an integrated approach to labor productivity projects, which was developed and tested, is reasonable to use in large companies to develop hi-tech products and conduct organizational changes.

From Macro to Micro: Impact of Smart Turbine Energy Harvesters (STEH), on Environmental Sustainability and Smart City Automation

In the digital transition era of scaling down from macro through micro turbine; to the setting up of Smart Turbine Energy Harvesters (STEH), this paper presents Project Management (PM) principles applicable and best practices to meet the increasing energy demand of digitised technology. The massive deployment of autonomous devices such as those for Internet of Things (IoT), for the support of smart cities, has necessitated more research about their energy demands. With the use of ‘waterfall’ Project Management Methodology (PMM), turbine grid-connected energy are classified into different categories, and comparative study is made between scaling down of turbine grid from macro to micro, to the economic impact of setting up of STEH. This study concludes by proposing the use of STEH, which is an onsite green energy harvesting scheme that is self-sustaining; ubiquitous; and long lasting; as preferable source to other categories of turbine grid system. Additionally, it is an improvement on energy harvesting (EH) mechanisms using battery; whose replacement and disposal are not economical. STEH is considered economical and time saving with little or no physical and investment risk attached, the Return on Investment (RI) is considered favourable. Also, the energy delivery is sufficient for the requirement of IoT and Wireless Sensor Networks (WSN).