Portfolio Of Development Projects Research Articles

Ensuring sustainable development of a region in the strategic period

The stability of the region's development, like any system, depends on the effective balance of its subsystems. The effectiveness of subsystems is enhanced by the effective performance of a set of their key components, which depends on the optimization of certain elements by establishing rational relationships between them. Accordingly, the object of the study is the process of rationalization of the constituent elements of territorial community development programs. To solve this issue, a methodical approach to determining the level of development of the region and ensuring its stability in the strategic period is proposed through the rationalization of the effects of mutually determined implementation of business processes of alternative development projects of territorial communities. The expediency of using the coefficient of synchronicity of business processes of certain regional development projects to determine the level of regional development was substantiated. The use of the synchronicity coefficient to ensure the stable development of the respective region is due to the obtained possibility of balancing the specific competitive advantages of territorial communities strengthened by certain effects. These effects are the results of the implementation of optimally formed portfolios of development projects through rational relationships between specific business processes based on the principle of maximum adaptability of their components. The value of the coefficient of synchronicity of the business processes of the portfolio of development projects of Zabolottivsʹka UTC (0.637) made it necessary to take possible measures for their rationalization by implementing individual effects from the interaction of specific business processes. That has made it possible to increase the synchronicity of these business processes to 0.816 and to determine the direction of the possible integration of the studied UTC with other communities with the help of the formed development potential reserves

Project portfolio as a tool of enterprise’s competitiveness in risk conditions

The purpose of the article is to summarize the theoretical aspects and substantiation of the developed recommendations of application of the project portfolio of the enterprise as a tool to ensure their competitiveness in the conditions of business risks. Methodology of research. The research is based on general scientific and specific methods: monographic, logical generalizations, causative connection, scientific abstraction. Findings. Increasing competitiveness of domestic enterprises is connected with the development of “Industry 4.0” and the desire to ensure sustainable development, therefore accompanied by a high level of risk. Under such conditions, the key instrument that would ensure increased competitive advantage is the formation of a project portfolio with the integration of the tasks of various projects and the mutually beneficial distribution of resources. In order to meet the challenges of increasing competitiveness in the face of risks, it is proposed to include those that are oriented toward external and internal factors of its provision. At the same time, the involvement of projects in the portfolio should be carried out within the framework of the general tree of “goals-results” with their coordination between the multi-directional projects. The key criteria for the analysis of the projects included in the portfolio are determined external / internal orientation on ensuring the competitiveness of the enterprise, the presence of similar projects from competitors, the results of increasing competitiveness, which the enterprise will receive after the integration of projects into the portfolio. Projects should be implemented on the basis of a consolidated letter of objectives and resources of the portfolio. Practical value. The proposed recommendations for the application of the project portfolio in ensuring the competitiveness of enterprises will allow them to be used in an integrated manner in conditions of limited resources, reduce the risks of not carrying out projects in the development of the enterprise. Keywords: project portfolio, innovation, enterprise, risks. REFERENCES 1. Krivorotov, V. V., Kalina, A. V., Tret’yakov, V. D., Erypalov, S. E. (2018). Selecting the optimum portfolio of development projects and enhancing the competitiveness of the industrial complex. Problemy razvitiya territorii – Problems of territory development, 2 (94), 27–46 [in Russian]. 2. Evseeva, M. V. (2019). Projects and Programs Portfolio Management: Modern Requirements. Izv. Saratov Univ. (N. S.), Ser. Economics. Management. Law, 2, 165–171 [in Russian]. 3. Savina, O. Yu. (2017). Features of portfolios projects of science-based enterprises and their management peculiarities. Management of development of complex systems, 30, 62–74 [in Ukrainian]. 4. Mityakova, O. I., Chernenko A. V. (2018). Tools for planning research and development projects. Russian Journal of Industrial Economics,11(1), 29–36 [in Russian]. 5. Grigorieva, O. E. Problemy ryzykiv, shcho vynykayutʹ pid chas realizatsiyi innovatsiynykh proektiv, ta metody yikhnʹoho kilʹkisnoho vymiryuvannya [Problems of risks arising during the implementation of innovative projects and methods of their quantitative measurement]. Visnyk Natsionalʹnoho universytetu “Lʹvivsʹka politekhnika”, 628, 64–71 [in Ukrainian]. 6. Busheyev, S. D. (2001). Slovnyk-dovidnyk z pytanʹ upravlinnya proektamy. [Project Management Handbook]. K. : Publishing House “Business Ukraine” [in Ukrainian]. 7. Moshkova, Т. А. (2019). Portfolio of dynamic strategies of investment development of complex corporate systems Fundamental research, 3, 64–72 [in Ukrainian]. 8. Yakovlyev, A. I., Vasylʹtsova, S. O. (2013). Formuvannya ta otsinyuvannya portfelya realʹnykh innovatsiynoinvestytsiynykh proektiv na pererobnykh pidpryyemstvakh [Formation and evaluation of a portfolio of real innovative investment projects at processing enterprises]. Kharkiv : OOO “Tsyfra Print” [in Ukrainian]. 9. Metody upravlinnya portfelʹnymy ramamy [Portfolio risk management techniques.] Pod red. I.L. Tutkelya. Instytut innovatsiy [in Russian]. 10. Semko, I. B., Olyeynikova, T. Yu. (2010). Synerhetychnyy efekt portfelya proektiv. Vostochno-Evropeyskyy zhurnal peredovykh tekhnolohyy [Synergistic effect of project portfolio. Eastern European Journal of Advanced Technology]. Eastern Vostochno- Evropeyskyy zhurnal peredovykh tekhnolohyy – European Journal of Advanced Technology, 1(2), 60–62 [in Russian]. 11. Smirnova, V. R. (2011). Sovershenstvovaniye upravleniya portfelem proyektov s uchetom faktorov riska [Improve project portfolio management with risk factors in mind.]. Korporativnoye upravleniye i Innovatsionnoye razvitiye Severa. Vestn. nauch.-issled. tsentra korporativnogo prava, upravleniya i venchurnogo investirovaniya, 1,138–148 [in Russian]. 12. Kozlitina, U. O., Solodukhin, K. S. (2018). Project portfolio selection based on comparative analysis of stakeholder effects. Territoriya novykh vozmozhnostey – New opportunities territory, 4 (43). URL: https://cyberleninka.ru/article/n/ vybor-proektovna-osnove-sravnitelnogo-analiza-effektovdlya-zainteresovannyh-storon (accessed 26.11.2019) [in Russian]. 13. Project management based on MS Project (2019). URL: https://oberemokii.com/uk/project-portfolio-management/main/regulations-for-project-portfoliomanagement (accessed 21.11.2019) [in Ukrainian]. Published: 2020-03-28

SYSTEM APPROACH TO STRUCTURING PORTFOLIO OF PROJECTS FOR THE DEVELOPMENT OF TERRITORIAL FIRE-RELIABLE FORMATIONS

The analysis of portfolio management methodologies, the state of the population security systems and the strategy of reforming the system of the State Service of Ukraine for Emergency Situations has been carried out. The expedi-ency of realization of portfolios of projects of territorial fire and rescue units development is substantiated. The necessi-ty of developing the methodology of system-value management of portfolio of projects dealing with development of territorial fire-rescue units is substantiated. The system-value approach to portfolio management of the development of territorial fire and rescue formations development is proposed. It involves disclosing the synergetic essence of the value of these portfolios. The value is formed in stages on several levels of consideration of these portfolios and is condi-tioned by the peculiarities of projects and their changing design environment. The system approach to the structuring of the portfolios of the development projects of territorial fire and rescue units made it possible to establish their main components and peculiarities of the formation of the final product. It is substantiated that portfolios of development projects of territorial fire and rescue units are implemented on three levels – the united territorial communities, regional and state. The number and type of projects at each of these levels depends on the peculiarities of the project environment and regional development strategies. The results of investigation prove that the final product of the regional portfolio of projects for the development of territorial fire and rescue units and its system value is formed gradually by cre-ating separate security systems. Each of these systems has two types of specific subsystems - the subsystem "project" and the subsystem "product". The expediency of the development of scientific and methodical principles, models and methods for qualitative profiling of the mission and effective management of the architecture of the development port-folios of territorial fire and rescue units was substantiated.

Inter‐functional Integration and Industrial New Product Portfolio Decision Making: Exploring and Articulating the Linkages

This study investigates the relationship between the nature of inter‐functional integration and industrial new product/service portfolio decision making. While inter‐functional integration has been widely researched, there is little understanding of its influence on resource allocation decisions within the context of a broad portfolio of development projects. The detailed activities and decisions underpinning the inter‐functional management of the new product portfolio, as well as three specific new product/service projects, at a large European industrial product manufacturer are analysed. Detailed findings are provided. Two critical inter‐functional dimensions – functional domination and nature of evaluation criteria – are derived and discussed. Implications for managerial action are given.