Project Management Model Research Articles

The Practice of PDCA Project Management Model in Medical College Students’ Professional Quality

Professional quality is an important part of college students' core competitiveness. It is a long-term and systematic process to train the professional quality of college students. The students from Weifang Medical University were chosen for practice and evaluation of PDCA Project Management Model in College Students’ Professional Quality. The students were divided into control group and experimental group. The PDCA project management model was applied to the activity management of the experimental group students. The internship satisfaction survey was used to analyze the differences between the two groups of students. The results showed that the experimental group was generally better than the control group in professional quality, professional ethics and professional knowledge, but there was no significant difference. The students in the experimental group were significantly superior to the control group in skill operation, team cooperation, and thinking expression (t values were 4.336*.**, 2.231*, 4.013***). These results indicate that the PDCA project management model will help improve students’ professional quality.

Mathematical modeling of project management in logistics systems based on two-dimensional random vector

The modern markets are characterized by fierce competition, constantly changing demand, increasing demands of consumers, shortening of the life cycle of goods and services in connection with scientific and technological progress. Therefore, for survival, modern logistic systems of industrial enterprises must be constantly improved. Modern economic literature is represented by a large volume of publications on various aspects of the studied issues. They consider the issues of project management in the logistics system that inevitably encounter with triple Limited. It initially describes the balance between project content, cost, and time. Later it was suggested to either replace the content with quality or add a fourth criterion. Therefore it is possible to name such limitation as triple or four-criteria limitation.

Product development models in the IT sector-From Waterfall to Agile Project Management Model s in the case of AVIRA SOFT S.R.L

Abstract The digitalization process of the business activities has increased tremendously in the last fifty years, revolutionizing several fields of activity, such as communication, medicine, production, transport, as well as all aspects of the daily social, economic and political processes. Furthermore, the IT field has developed new ways of innovating, including new management models in the production field, that allow management of IT companies to become more customer-oriented in a dynamic competitive field. As technological progress is becoming present in every aspect of everyday life, the pressure for innovation and customer involvement represent the two main challenges of producing successful prototypes and final products for the IT market. The purpose of the present paper is to analyze two of the main product development business model trends in the IT field, namely Waterfall model and Agile model, the latest being an adapting strategy to increased customer requirements and the changing business environment. In order to ensure a practical approach the case study was based on the analysis of their implementation within the company Avira Soft S.R.L. The results of the study emphasized the benefits of using the Agile model at Avira Soft S.R.L starting with 2011 in comparison to the previous model of Waterfall product development. The relevance of the paper consists in the fact that the two models indicate how the IT product development business models are evolving depending on environmental factors and the need for continuous adaptation and innovation due to increased competition. The Agile model brought improvements of the Waterfall model, but also new challenges regarding the organizational culture, communication between members of the company and more pressure for continuous improvement. However these two models are an example of how the IT product development business models are evolving and they form a basis for future product development strategies.

Models of project management in electronic project management

Creation and implementation of electronic project management is possible only when management processes will be based on computer methods of collecting, processing and using information for management decisions making. Therefore, we consider models that are suitable for management of projects of creation and providsion of information resources in terms of electronic project management. The application variants of creation and provision of informational resources of management models and corresponding management classes of projects of creation and provision of information resources are shown. It is determined that the management class of a project is a plurality of subclasses of projects that are formed by the above features and for which the same type of methods and controls are applied. The following management models are considered: a hierarchical model that is characteristic of the processes of information collection and integration; algorithmic model, which is used mainly for projects implemented in the software and information environment; an iterative model, based on reusing of information resource planning and control operations with a parallel analysis of the results obtained and the correction of the previous stages; and the linear model most often applied to projects in which management costs should be minimal. Formalized definition of each model, as well as characteristics of its application. The calculation of the terms of the projects for each model of management is shown. It is noted that the direction for further research is the development of a method for establishing links between the description of such a project and management models

The Practice and Exploration of Engineering Methodology in Engineering Construction Project Management

In the field of engineering construction, the wide application of new technology, new materials, new equipment and new techniques has promoted the rapid development of productivity, which is driving the level of engineering management to be improved in the meantime. A better effect of engineering construction can be achieved only if it carries out reasonable control and effective organization of engineering communities (including techniques,equipment, materials, etc.) through engineering construction project management to guide the application of engineering technology. Based on practical applications of engineering project management of roads and bridges in Anhui province, it summarized and analyzed the main factors affecting engineering project management including the construction environment, quality of practitioners, construction technology, project management objectives and requirements. In this article, the "choice" of project management method is converted into "reliability" through multi-targeted decision-making method, which assists to build the reliability model of project management method.The essence of project management method is decision-making and implementation, which is a unified process of decision results and decision-oriented research. In this process, it is not only integrating the managerial science, social environment and the conditions of the construction project, but also need to be integrated with engineering technology effectively. According to the laws of project construction and management, the article proposed five basic principles,which are Innovation Principle, System Principle and Feasibility Principle, Key-point Principle and Bottom-line Principle. All the conclusions aimed to provide a new perspective for enhancing the level of engineering management.

Algorithm for solving multicriteria problem of appointments on the networks

To describe complex projects or various jobs that make up a set of interrelated activities, use the network schedule. Several variants of network models are used. 1. For practical use, the Gantt chart is the most widely used - it is a graphical representation of consecutive intervals of time and the use of resources. 2. The network graph is represented as a graph, where the vertices are an event (or its state at a certain point in time), and the connecting arcs (or edges) are works. The graph model is used in the work. In this case, the events (the fact of the completion or the beginning of the work) correspond to the vertices of the graph, and the work to the arcs, the orientation of which corresponds to the technology of this process. An important role in the project management model is played by the optimal assignment of performers to the existing list of works. With this formulation of the problem, the total implementation time or the length of the critical path on the graph can be used as a criterion. In this case, the criterion is imposed a restriction on the deadline for the execution of work (or the project as a whole). Thus, the total time spent on the project and the length of the critical path are represented by equally important characteristics of the project implementation, and they should be considered as two equivalent criteria for the multicriteria project management task. We have proposed an algorithm, in general, an approximate determination of the set of Pareto-optimal solutions of a given problem.

A modified fuzzy approach to prioritize project activities

Project management is an important task in business although project is not just confined to business. Due to the uncertainty of the various variables involved in a project, over several past decades research is going on in the search for an efficient project management model. Although numerous crisp models are easily implementable, the potential of fuzzy models are huge. In the case of software development, the variables involved are highly dynamic. In this paper, we propose a ranking based fuzzy model that can prioritize various activities. We use a popular crisp model to test the effectiveness of the fuzzy model proposed. Simulation is done through Java Server Pages (JSP). There is considerable computational and managerial advantage in implementing the fuzzy model.

Project Management in Public Administration. TPM – Total Project Management Maturity Model. The Case of Slovenian Public Administration

The purpose of the article is to present the importance of project management for the functioning of public administration, and its contribution to the realization of the developmental goals of the government. For this, integration of strategic management and project management is of vital importance. The methodology used is a combination of literature review, a case study of project management in public administration of the Republic of Slovenia, and development of a maturity model of project management in public administration, with its verifi cation on the case of Slovenia. The main contribution of the study is development of TPM – Total Project Management maturity model for public administration. Upon the TPM maturity model, project management in Slovene public administration is assessed and discussed. Out of fi ve maturity levels, the results for project management in Slovene public administration are: management of projects – level 2 (initiated), management of programs of projects – level 2 (initiated), management of portfolios of projects – level 3 (implemented), organizational support for project management – level 3 (implemented), HRM for project management – level 2 (initiated), and integration of project management and strategic management – level 3 (implemented). General fi ndings and recommendations in this respect are drawn, together with indicated areas for possible further research and investigation.

РАЗРАБОТКА ЭЛЕМЕНТОВ МОДЕЛИ УПРАВЛЕНИЯ ПРОЕКТОМ СОЗДАНИЯ ПЛАЗМОХИМИЧЕСКИХ УСТРОЙСТВ ДЛЯ ЭНЕРГЕТИЧЕСКИХ УСТАНОВОК

The basic elements of the project management model for the creation of plasma-chemical elements for power plants have been developed. It is shown that the main features of science-intensive projects for the development of energy systems using plasma-chemical elements are: significant complexity of organizational production systems; significant uncertainty of project states and a high probability of risks arising from the influence of factors that cannot be envisaged in the management process; the uniqueness and high cost of the industrial and intellectual resources involved, as well as the problems of cooperation in the context of International projects. A process model for forming the Statute of the project for creation of plasma-chemical devices for power plants was developed to establish information relationships between control processes of one and the different levels, performance indicators, control over their implementation, as well as visualization of processes in the form of detailed subprocesses. The identification of the main risks of project management for the creation of plasma-chemical elements for environmentally friendly power plants in accordance with the life cycle phases has been identified. The risk indicators of projects at macro level, market and project levels have been developed; interconnections and hierarchies between different factors have been established. In order to substantiate the selection of the most significant criteria, a hierarchy analysis method was used, which determined the importance of the criteria for the project team for the creation of a plasma-chemical elements. It has been determined that the own vectors of the criteria are: strategic 39.1%, financial and economic 31%, environmental 16.3%, functional and technological 10.1%, others 3.6%. The developed model takes into account the specific conditions of operation of plasma installations and enables to determine the local and global probabilities of their occurrence at the initiation stage of the project, and also to develop arrangements to minimize their impact on the indicators of the project effectiveness

Experience with Best Value Procurement in Norwegian Infrastructure Projects

Infrastructure projects are increasing in project sizes and complexity. The high number of delays, budget overruns, disputes and claims experienced in the infrastructure industry demonstrates a need for change. As a solution to address these challenges, Best Value Procurement (BVP) was developed as a means to award projects to an expert vendor. Best Value Approach (BVA) is an approach that includes a procurement model (BVP), a risk management model, and a project management model. In recent years, BVP has gained attention in different industries within Norway, and the first pilot projects are ongoing. The purpose of this paper is to explore to what extent the BVP projects followed the original procurement model, and further to explore how uncertainty was handled in different phases of BVP to develop suggestions on how BVP should be carried out in future projects. The research methods used were a literature review, eight in-depth semi-structured interviews, and document studies. The findings show that BVP hybrids were implemented in the case projects. Uncertainty was handled starting from an early stage, before contract signing, and followed up in the execution phase. Future projects should consider early implementation of BVP, prior to zone planning, since this will provide more flexibility for the vendors to optimize the projects. Furthermore, future projects might benefit from an increased focus on BV in the execution phase.

Models of government policy in the sphere of small and medium business support

The research was conducted with the purpose of developing a model of the state policy for supporting small and medium enterprises in order to use it in the process of creating such programs. The current business support programs were analyzed; the structural model was formed; the existing methods were applied to this model, and the draft of the information system corresponding to the developed model was worked out. Following the results of the analysis of the current Support and Development Programs and the development of the model it was revealed that the scope of entrepreneurship support in Ukraine has significant potential for growth both through the exchange of experience between the regions and through the implementation of the achievements of economic science in the activities of the bodies that provide support to small and medium business entities. In this study, there were used such models and methods as business processes modeling based on BPMN 2.0 notation. (in Aris Express software environment), the development of smart cards (by means of Xmind software product), the design of interfaces in Evolus Pencil software environment), goal setting by SMART criterion, marketing assessment based on AIDA concepts and Sales Funell, financial ratios (including return-on-investment ROI), project management model built up by the methodology of network planning (CPM). Implementation of the model, tools, and information system will make the state policy more transparent, increase the level of trust of entrepreneurs to the state, and also attract additional resources for supporting the infrastructure for entrepreneurship. The developed model is a new mechanism for increasing the efficiency of the state policy as it provides the possibility of borrowing economic methods in the field of state regulation of entrepreneurship support. i.e., It will serve to reconcile the efficiency of state regulation and the private one.

Application of the integrated decision support system for scheduling of development projects

Introduction: A higher level of specialization in various disciplines and technologies typical for the participants of modern investment and construction (development) projects creates the need for the advanced project management models. Decision support systems and tools for communication and organization of joint activities are the mandatory components for the efficient project management. Purpose-designed information systems allow to computerize such project management function as scheduling. However, the optimum decision is still found on the basis of personal assessment by decision makers. At the same time, as competition in the construction industry increases, the need for decision support systems to optimize investment and construction activities in the environment of multi-objective optimization becomes evident. Methods: The findings of DSS development projects in the construction industry have been used. The studies have been based on system integration approach to engineering, method of successive concession and the procedure for a search of the satisfactory values meeting STEM criteria under given weights. Results: Principles of development and functioning, architecture and organization and process aspects of DSS for scheduling under multi-objective optimization. Discussion: Integrated DSS capable for multi-objective optimization of the schedules has been proposed.

Project Management Evolution to Improve Success in Infrastructure Projects

This document provides an overview of the infrastructure megaproject industry (IMPI), the financial implications of cost and schedule overruns, and the trend towards the future impacts these may have on the global infrastructure sphere. Definitions of project management and procurement delivery models provide a framework for understanding the relevance of the subject matter. A sample of methodologies and best practices for project management indicate the breadth of diverse approaches available in the industries. A cause analysis of megaproject overruns with accompanying solutions suggests areas of industry improvement, supported by the first-hand experience by the author. The paper concludes that the IMPI and the associate methodologies must evolve to meet the demands of future infrastructure to be able to deliver the projects successfully and with the positive impact on the outcome. This evolution will be through improving and expanding knowledge, experience and intellectual capital of public and private industry Project Managers while determining some next steps to progress the industry.

APPLICATION OF VALUE ORIENTED APPROACH TO STRATEGIC MANAGEMENT OF PROJECT PORTFOLIO OF UNIFIED TERRITORIAL COMMUNITIES

The unified territorial communities are new structural units in the administrative system of Ukraine. In addition to the problems of regulatory and financial nature, issues of scientific and methodological substantiation of the processes of strategic development of the unified territorial communities on the principles of applying modern methodologies and project management practices are also relevant. The article develops methodological approaches to the formation and management of project portfolios for the implementation of strategies for the sustainable development of unified territorial communities on the principles of applying a value-oriented model of project management. The organizational aspects of the introduction of project management in the united territorial communities have been developed based on the creation of a project management office (committee) for managing strategies. The proposed approaches to the formation of territorial strategies will help to ensure the community's economic development and the effectiveness of utilizing the resources available to the communities.

Holonic Handling the Unexpected in Project Management

Abstract Risk assessment is one the key activities of any project. The unexpected situations can have catastrophic consequences. Risk assessment tries to estimate to potential known unknowns, but there is no guarantee to foresee all circumstances around a project. In this situation the project team must be adaptive and find solutions by cooperation, creativity and abductive reasoning. In the paper we tried to analyse on what extent a project and a project team can be handled as a complex adaptive system. More precisely, how the scientific and practical achievements of the theory of complex adaptive systems (CAS) can be used in project management. More exactly, we analyse the applicability of the Holonic Multi-Agent Systems in risk management of the projects. We consider the way in which holons handle the unexpected situations can be a model in project management.

Conceptual bases of creation of a system of information projects electronic management

In practice not all projects are successfully completed. This is due to the negative impact of human factors on the project process. To reduce this effect, the author proposed to use an electronic project management (e-PM), which is used for projects of creation and provision of information resources management. It was analyzed current e-PM research in the world. It was shown that today there are both scientific and commercial development of e-PM. The author of the article offers his view of the electronic project management. It was provided basic concepts and determining of e-PM. It was noted that the creation and implementation of electronic project management is only possible when the management processes will be based on computer methods of data collection, processing and use of information for executing decision-making. Therefore, to implement the technology of electronic project management it is need to apply an electronic project manager, which is a program-information system that implements project management process in e-PM automatically. It was shown methods for implementing electronic project manager, which include management models, terms calculation and workforce management of project of creation and provision of information resources. Also electronic project manager functions that used as part of organization and methodological measures of project-oriented enterprise in project activity realization was defined. It was determined that for applied use of e-PM it is necessary to develop a knowledge models for project management of creation and provision of information resources through the electronic project management.

Managing complex projects in the infrastructure sector — A structural equation model for flexibility-focused project management

Complex construction projects in the infrastructure sector are often beset with delays, which cause benefit shortfalls and increased costs. Prior project management literature and practice have mostly adopted a traditional control-focused approach, but recent research suggests that complex projects need more flexible practices to manage inevitable project change. Thus, the objectives of this study were to develop and empirically test a model for flexibility-focused project management practices to improve time performance in complex projects in the infrastructure sector. Based on empirical data from 138 construction projects procured and managed by the Swedish Transport Administration, the structural equation model shows that complexity and collaboration drive explorative learning, which improves adaptation and thereby improves time performance. Hence, the empirical test verifies that flexibility-focused project management practices based on collaboration, explorative learning, and adaptation enhance time performance in complex projects in the infrastructure sector.

Multi-Project Management in the Construction of Shijiao Town Industrial Park

The construction of industrial park in the current development model of circular economy has been widely regarded as one of the important modes of macroeconomic exploration all over the world. Therefore, the research on the application of multi-project management theory based on circular economy in the construction of industrial park was proposed in this paper. First, the circular economy and multi-project management theory were expounded in detail. Then, the geographical location of multi project management in Qingyuan recycled plastic industrial park in Guangdong Province and the distribution of each building community were explained. And on this basis, the construction of the park's production, plant areas, residential areas and the planning objectives after completion were analyzed in detail. On the basis of analysis, the multi project management model used in the park was explained. It is pointed out that the construction of the park should be based on its own planning and practical needs, and the appropriate multi project management model should be chosen.

Agile Design: A Combined Model Based on Design Thinking and Agile Methodologies for Digital Games Projects

Traditional approaches to project management seek to discipline the execution and to organize different activities to be performed in order to reach the project goals. However, that focus may not be suitable for the beginning of projects that require creativity, as in the case of digital games. This article aims to develop a project management model that covers the whole process of digital games development, by combining two approaches, Design Thinking and Agile Methodology. The proposed model was constructed based on the theoretical framework of both methodologies, and has three parts: the Design Thinking phase, the Connection phase and the SCRUM phase. In order to evaluate the pertinence of the model, a qualitative exploratory study was conducted through semi-structured interviews with game developers of the Brazilian market. It was observed that many aspects of Design Thinking are used in the game development, that agile development is fully diffused in this process, and that association of both methodologies, besides being possible, can contribute to the efficiency of this process. The main contribution of this work is the presentation of an integrated model of project management that fully attends the process of the digital games development.

Ambiguous Joint Chance Constraints Under Mean and Dispersion Information

We study joint chance constraints where the distribution of the uncertain parameters is only known to belong to an ambiguity set characterized by the mean and support of the uncertainties and by an upper bound on their dispersion. This setting gives rise to pessimistic (optimistic) ambiguous chance constraints, which require the corresponding classical chance constraints to be satisfied for every (for at least one) distribution in the ambiguity set. We demonstrate that the pessimistic joint chance constraints are conic representable if (i) the constraint coefficients of the decisions are deterministic, (ii) the support set of the uncertain parameters is a cone, and (iii) the dispersion function is of first order, that is, it is positively homogeneous. We also show that pessimistic joint chance constrained programs become intractable as soon as any of the conditions (i), (ii) or (iii) is relaxed in the mildest possible way. We further prove that the optimistic joint chance constraints are conic representable if (i) holds, and that they become intractable if (i) is violated. We show in numerical experiments that our results allow us to solve large-scale project management and image reconstruction models to global optimality. The online appendix is available at https://doi.org/10.1287/opre.2016.1583 .