Project Management Process Research Articles

Implementation of telecommunications cross-industry collaboration through agile project management

The telecommunications service provider (TSP) strategy for collaborating with the industry that utilizes the Internet of Things (IoT) is an excellent opportunity to overcome digital disruption. TSP serves only human-type customers, thus constructing new business processes for the IoT, a non-human customer base, is a challenge to be addressed. Some large companies that are transforming business processes face difficulties in using the strategic framework for reasons such as ineffective management of organizational change, internal resistance, technical issues, and conflicts between frameworks and business needs. The enterprise architecture (EA) is a comprehensive strategic framework that involves company analysis, design, and solution implementation. This study examines transformation project implementation based on the EA model as a prototype, from business strategy to practice, using the concept of three intersections among project management, strategic management, and business processes. Thus, the aims of this study are to develop a method for implementing a telecommunications cross-industry collaboration project with an IoT-based company, and heuristic implementation of the method as a research initiative in producing an EA model as a project prototype. The development of the proposed methodology requires the dynamic systems development method (DSDM) as the agile foundation, including pre-project, feasibility, business study, functional model, design and build, and implement. The implementation phase proposes a transformation strategy that addresses company elements: 22 at business layer, 6 at application layer, 4 at technology layer, and 15 relationships, to be executed by the company in order to increase the company's competitive value.

Integration of strategic and project management at the enterprises of the transportation complex

The object of research is the integration processes of strategic and project management at the enterprises of the transport complex. The rapid pace of development of science and technology requires modern effective management tools in any sector of the economy, in particular, in the transport sector. The effective development of the transport industry is of fundamental importance both for the development of regions and for the country as a whole. This is due to the fact that the availability of transport facilities is an essential condition for the development of productive forces, a means of meeting the demand for freight and passenger transportation, ensuring the socio-economic unity of the state. There is a need for a strategic approach to the management of transport enterprises, the development of a unified approach to the integration of strategic and project management at transport enterprises as their long-term goals and objectives. Therefore, it acquires particular importance as a means of implementing the action program, which clarifies the goals and means of implementing the chosen path of development. The paper proposes the construction of a conceptual model for the integration of strategic and project management at the enterprises of the transport complex, based on the implementation of the following stages: – analysis of the stages of strategic and project management of enterprises is carried out; – process of integration of strategic and project management at the enterprises of the transport complex is being built; – on the basis of the developed integration process, a conceptual model for the integration of strategic and project management at the enterprises of the transport complex is being built. As a result of this research, a conceptual model for the integration of strategic and project management at transport enterprises was developed, which combined separate approaches to management. This result made it possible to obtain an effective tool for integrated strategic and project management of transport enterprises, which will be useful in the process of forming their development strategy.

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

Collaborative Ontology Engineering Methodologies for the Development of Decision Support Systems: Case Studies in the Healthcare Domain

New models and technological advances are driving the digital transformation of healthcare systems. Ontologies and Semantic Web have been recognized among the most valuable solutions to manage the massive, various, and complex healthcare data deriving from different sources, thus acting as backbones for ontology-based Decision Support Systems (DSSs). Several contributions in the literature propose Ontology engineering methodologies (OEMs) to assist the formalization and development of ontologies, by providing guidelines on tasks, activities, and stakeholders’ participation. Nevertheless, existing OEMs differ widely according to their approach, and often lack of sufficient details to support ontology engineers. This paper performs a meta-review of the main criteria adopted for assessing OEMs, and major issues and shortcomings identified in existing methodologies. The key issues requiring specific attention (i.e., the delivery of a feasibility study, the introduction of project management processes, the support for reuse, and the involvement of stakeholders) are then explored into three use cases of semantic-based DSS in health-related fields. Results contribute to the literature on OEMs by providing insights on specific tools and approaches to be used when tackling these issues in the development of collaborative OEMs supporting DSS.

Model Time-Cost Trade-Off pada Pekerjaan Tangga Beton Di Banda Aceh

The construction project is very dependent on the project management process, both costs and time. In the implementation process, the service provider must complete one job before doing the next work. Addressing this problem requires a method that is accelerated. The purpose of this study is to do time-cost trade-off modeling. The model wa devoloped from respondent’s perceptions through filling out questionnaires and RAB data. Respondents in study ware directors, estimators and project manager at construction companies domiciled in Banda Aceh. The results showed that ladder work can be broken down into formwork, cleaning and casting. Based oo sub-activities, ladder work can be accelerated from the normal duration of the projectwith the maximum additional cost arisisng from the acceleration of the duration of the ladder work is Rp. 14.109.984,07 (22,13% of normal costs), the maximum additional cost incurred due to the acceleration of the duration of the casting work is Rp. 12.144.740,00 ((18,78% of normal costs) and the maximum additional cost incurred due to the acceleration of the duration of the formwork work is Rp. 12.331.359,00 (19,64% of normal costs). Additional costs per day vary for work items on the stairs because the time-cost trade-off model is non-linear.

Disruption and Agility Dynamics in Project Management Processes: An Institutional Theory Approach

This study aims to contribute to the critical discourse on project management processes within the vein of institutional theory. Specifically, the study will focus on the dynamics between disruptive elements and agility which lead to process and organisational change. This empirical research will focus on how project professionals have had to adapt and adopt new organisational routines, particularly following COVID-19. The global coronavirus pandemic has had a profound and dramatic impact on working practices, especially in professional occupations who rapidly shifted to home-based working. Individuals, industries, and organisations of all sizes have had to re-evaluate their management processes and project priorities as a result of the disruptive impact of the pandemic crisis.

Application of project management method as an innovation in the state and municipal sector

Over the past twenty years, various strategic development concepts and programs, as well as federal targeted programs, have been implemented in the Russian Federation. In this regard, it should be noted that this experience of long-term planning has created significant opportunities for using the project management method in the state and municipal sector. The article presents the results of a small retrospective analysis of the emergence of the project management method. It is noted that in our country, the application of the project management method began in the 60-ies first in construction and industry, and then in other sectors of the economy. The concept and essence of the project management method are considered. The project management process is defined as the solution of some tasks. Further, it should be noted that in Russia today, the application of an innovative method of project management in various fields and areas is developing, as well as the active implementation of various national projects. It is obvious that in the Russian Federation, the use of an innovative method of project management at the state level is directly related to the implementation of national projects. This study is devoted to the application of the project management method as an innovation in public administration at the regional and municipal levels in the process of implementing public policy, as well as attempts to find solutions for the development of the project management method in the state and municipal sector. To this end, the article assesses the current state of implementation of the project management method and determines the prospects for its development in the state and municipal sector.

THE CONCEPT OF CREATING A MINIMUM VIABLE PRODUCT AND DESIGN-THINKING IN THE IT-PROJECT TEAM MANAGEMENT

The IT industry, like any other, has its own specifics. There are developed and tested methods for creating and managing IT projects at all levels of formalization from waterfall to flexible. However, the processes of forming and managing the team of any IT project remain poorly structured and uncertain. Modern life is constantly changing the attitude of customers and users of a project's product to project management methodologies. The criteria for assessing the success of a project are steadily shifting towards ensuring the satisfaction of its main stakeholders. To do this, develop new, or use previously unused means. Among them are the technology of design thinking and the concept of creating a minimum viable product (MVP). These tools began to be used in project management processes with the aim of maximizing stakeholder satisfaction. The paper analyzes the technology of using design thinking and shows the feasibility of its use as an element of the IT project management methodology, which applies client-oriented and value-oriented management approaches. However, at this stage, the technology of design thinking is more developed in a psychological and communicative context. Therefore, the use of the algorithm for creating the MVP will allow formalizing the stages of design thinking when creating an IT project product, and the MVP itself will be used as the current version of the IT project product, unlike the existing IT project management tools, it will exist almost from the very start of the IT project. It is clear that the proposed tools will be applied in practice by the IT project team, which usually suffers from "sudden deadlines", constant temporary overloads in the implementation of an IT project. Therefore, it is important to develop mechanisms for the formation, management and training of an IT project team based on design thinking with a minimum viable product as the basis for development.

Integration of Project Management with Hospital Construction in India

Project Management in India has been one of the most under rated aspect of a construction project. Until recently, it has been observed as more of a burden than being a powerful tool to complete the project efficiently and in a timely manner. Some of the major contributors in the above are adhering to multiple formats, extensive record keeping, processing Project Management data into Project Management information, analyzing the outcomes and implementing improvements at site, etc. However, with rapid globalization, Project Management techniques have been adopted in various construction projects across the country and proved to be highly efficient in completing complex projects in a time bound manner with optimum results and desired quality. The construction and commissioning of complex commercial buildings like Hospitals mandate the implementation of Project Management processes, more so in Indian market scenario. There is a huge scope for improvement in a construction project by following the PM processes from the inception of the project. The author is currently working as the Planning &Co-ordination Head for the construction of India’s largest Medical Campus. An attempt is made by the author to amalgamate Project Management practices with real-time construction and commissioning of a fully air conditioned hospital in India.

Reconciliation of scrum and the project management process of the ISO/IEC 29110 standard-Entry profile—an experimental evaluation through usability measures

Software process standards and models are used in large- and medium-sized organizations to reach the Iron Triangle. In contrast, small and very small entities either ignore them or cannot apply them because these standards and models are technically and economically not affordable. Consequently, agile software development practices are usually used by small and very small organizations. The ISO/IEC 29110 series of standards and guides are now available for very small organizations, but their utilization with agile practices represents an agility-rigor reconciliation problem. In this research, we report the experimental evaluation of Scrum + EPG (a reconciled agile-rigorous software Project Management process from Scrum, and the Project Management process of the ISO/IEC 29110 series-Entry profile, documented in an Electronic Process Guide). Scrum + EPG was compared to Scrum EPG (a non-modified Scrum process also documented in an Electronic Process Guide). Thirty-two international academicians and practitioners, including experts and novices on agile practices, from Latin America, North America, and Asia–Pacific regions, evaluated six metrics of usability. A within-subjects design and Wilcoxon matched-pairs signed-rank tests were applied for collecting and analyzing the experimental data. The statistical results support the claim that the Scrum + EPG was considered a high-quality conciliated agile-rigorous software Project Management process for the Entry profile. Given the scarcity of similar studies and the need for reconciling agile-rigorous software development practices, this study contributes to a plausible solution for very small organizations. Finally, further empirical research is encouraged to confirm, update, and extend the results reported in this investigation.

Innovative Application of Computer Technology in Engineering Management

With the rapid development of China’s economy, computers have been well developed at a certain level. In most of our project management process, if we can effectively use computer technology, to a certain extent, we can improve the quality and efficiency of the project. Based on this, this paper studies the innovative application of computer technology in engineering management. In this paper, an engineering team is selected as the research object. Based on the theory of computer technology and RDF graph data flow division algorithm, the engineering resource utilization rate, project management efficiency and engineering difficulty of the engineering team before and after the application of computer technology for project management are compared. The research results show that before the application of computer technology for project management, the resource utilization rate of engineering team is 72.5%, the project management efficiency is 61.6%, and the engineering construction difficulty is 76.3%. After the application of computer technology to project management, the data have changed, the resource utilization rate has increased to 88.3%, the pipeline efficiency has increased to 79.3%, and the engineering difficulty has been reduced to It can be seen from the data changes that the same engineering team has changed significantly before and after the application of computer technology in project management, which not only saves engineering resources, but also effectively improves the engineering efficiency.

GIS Project Management

GIS project managers are the people who manage a staff in geographic data analysis for a specific goal. GIS project managers may become more integral and important to address the challenges of the projects. Project management like the knowledge application, skills, tools, and techniques to project activities in order to meet or exceed end user needs and expectations.This paper describes definitions of GIS project management and specifies the resources and tools required. It ends with an overview of external factors and a discussion of the expertise required of a GIS project manager.Project means a temporary administrative environment created for the purpose of producing one or more specific products according to specific specifications within a predefined time frame using predefined sources. There are many definitions of a project. Wysocki et al. (2003), one of them, define a project as “a sequence of unique, complex and connected activities having one goal or purpose that must be completed by a specific time, within budget, and according to specification” (p. 38). It is a logical sequence of activities that must be completed within a specific time frame. The Project Management Institute (PMI) (2013a, p. 8) defines project management “the application of knowledge, skills, tools, and techniques to project activities to meet the project requirement”. This definition is added to five Project Management Process Groups (PMPG) that describe the lifecycle of any GIS project, and ten knowledge areas for the project managers should be competent.

GENERAL APPROACH TO PROJECT MATERIAL RESOURCES MANAGEMENT

The subject matter of the article is the processes of managing the material resources of the project. The goal of the work is to form a generalized approach to the management of material resources project by determining and formalizing the management processes of them. The following tasks were solved in the article: the processes of managing material resources project, which based on the process approach, are formed; place of these processes in the PMBOK structure is defined, these processes are integrated with other project management processes; a formalized presentation of the project management processes of the project is given; tools and methods of managing material resources of the project are identified. The following methods used are – methods of system analysis, decision-making theory, and inventory management theory. The following results were obtained – with target to make informed management decisions, it was proposed to allocate a separate area of knowledge, within which the processes of the management of material resources of the project are formed, their possible connection with the groups of PMBOK processes is shown. Based on the process approach, presentations of the processes were formalized. They are elements of managing material resources of projects. They define inputs and outputs, show interrelations with other processes of a specific area of knowledge, provide basic recommended tools and methods. Conclusions: the processes management resource described in the PMBOK methodology are analyzed. This made it possible to form possible directions for improving the project's resource support. It is noted that the solution to this problem depends on the management of the material resources of the project. A separate area of knowledge has been highlighted, within the framework of the processes of management of material resources project – the processes of evaluating material resources, procurement management and supply, distribution of material resources, managing material resources. They define inputs and outputs, show interrelations with other processes of a specific area of knowledge, provide basic recommended tools and methods. The results obtained can be useful when managing projects at any stage of the life cycle.

System Theory for an Information System for Planning Project Activities in a High-tech Enterprise

Financial Systems and Financial Engineering plays an important role in modern Systems Theory. In Systems Theory, the planning and informatization issues concerning project management processes in high-tech enterprises have been considered. The network model role in organizing the intellectual resource management of an innovative project was investigated. A set of heuristic preference rules for organizing project management under conditions of limited intellectual resources available for the project was developed. An algorithm for constructing an implementation schedule for an innovation project as well as for estimating the dynamics of resource consumption and loss depending on the presence or absence of constraints on the project intellectual resource value was proposed. A description is given for a software product created by the authors, providing support for decisions made by the high-tech enterprise management at the stage of project operational and calendar planning of its intellectual resources.

Commercialization performance of outbound open innovation projects in public research organizations: The roles of innovation potential and organizational capabilities

The current literature on open innovation (OI) has been limited to organization-level studies of inbound OI despite the importance of understanding outbound OI to improve performance of public research organizations (PRO) at project level. Our study contributes to the OI literature by investigating the relationship between the innovation potential and the commercialization performance of 189 outbound OI projects between PROs and firms, and the effect of network and project management processes on this relationship. In line with our expectation, our results demonstrate that PRO-firm outbound OI projects with technologies of high innovation potential are likely to have high commercialization performance. In addition, we empirically establish that among projects with technologies of high innovation potential, those with high resource allocation quality are more likely to have high commercialization performance. Finally, our findings indicate that among projects with technologies of high innovation potential, those with high opportunity discovery through networks are more likely to have high commercialization performance.

The journey towards sustainable product development: why are some manufacturing companies better than others at product innovation?

Although there has already been some debate over the role of sustainable product innovation in creating a more sustainable society, it is important to further investigate management methods and factors that influence sustainable innovation capacity. Drawing on the concept of complementarity/the complementary effects perspective, this study aims to analyze the influence of management methods (project management and product development processes) on the development of sustainable product innovation. For this purpose, a survey was carried out with automotive metal mechanical organizations in Brazil, involving a total of 1025 enterprises. This research analyzes the dependency relations between the constructs of Project Management Maturity, Product Development Process Maturity, Product Innovation and Sustainable Product Performance, using the multivariate statistical techniques of Cluster Analysis, Exploratory Factor Analysis and Structural Equation Modeling. The results show a mixture of expected and unexpected findings, which can be summarized as follows: i) the most innovative companies utilize the Project Management Maturity and Product Development Process Maturity constructs more effectively; ii) a combination of complementary management methods enhances the use of resources; iii) companies that take advantage of complementary effects become more innovative and achieve better results in terms of sustainable innovation. Implications for end-users and for theory are also presented.

Improving the success rate of business process re-engineering projects: A business process re-engineering framework

Background: Financial institutions in South Africa are implementing business process re-engineering (BPR) on a regular basis because of the fast-changing industry. However, the success of these projects is low because of the lack of clearly defined roles, an unclear definition of what BPR is, the inability to link BPR projects to organisation strategies and the lack of documentation to guide BPR activities. Accordingly, there is a need to define a framework to guide the implementation of BPR projects. Objectives: The researchers embarked on this study in order to define a framework to ensure improvement of BPR in financial institutions. The framework should assist in providing guidelines when conducting BPR activities and will enable plans for BPR projects in terms of knowing which skills and roles to source for these projects. Method: A conceptual BPR framework was developed and BPR experts from financial institutions were then engaged to determine whether the framework would work. The engagements included understanding the challenges faced and how they could be combated, understanding the roles involved and determining if organisations had BPR frameworks in place. This subsequently led to a final framework being consolidated. Results: This study presents the recommended BPR framework that can be used by financial institutions to achieve success in their projects. The framework incorporates project management and change management processes and ensures alignment of BPR activities with the project phases. It also ensures that the activities are clearly stipulated and the roles performing the activities are clearly defined. It considers time management, planning aspects and effective communication within BPR projects. Conclusion: The proposed framework can be used by financial institutions to manage their re-engineering projects. This framework overcomes most of the known challenges and combines two disciplines, that is, project management and business process re-engineering.

Using a platform based on the Basic profile of ISO/IEC 29110 to reinforce DevOps environments

The growth of software demand has caused more competition among customers who expect faster changes and better quality in the software products delivered. The need to satisfy the continuous requirements of the market, the need to keep the quality of products and services, as well as the need to improve their processes become a difficult task for organizations. DevOps arises to handle this continuous change because it addresses the reduction of the gap between development and operation. However, the influence of this new paradigm in organizations becomes a big challenge, mainly related to a cultural change. If the change of culture is not properly implemented, it could impact a team with negative consequences. In this context, there is no specific guidance that helps organizations with their implementation. Based on the lack of guidance, this paper presents the Reinforced DevOps Guidance, which aims to help teams to achieve an evolution of their software development, software delivery, and project management processes toward a proper DevOps implementation. The guidance uses a web platform that allows a dynamic implementation. That way helps teams to understand the set of tasks to be followed and the impact of their implementation on their current organizations. This paper shows both an overview of the guidance, highlighting the web platform, and its application in a very small entity (VSE). The results show that the use of the guidance: provides support toward addressing the effort in VSEs; gives the information of the technology, processes, and teams aspects that should be improved; and allows the cultural change in a pace supported by VSEs.

Evaluation of Information Systems Project Success – Insights from Practitioners

ABSTRACT Evaluating the success of projects should be a key process in project management. However, there are only a few studies that address the evaluation process in practice. In order to help fill this gap, this paper presents the results of an exploratory survey with experienced information systems project managers. Results show that opportunities for lessons learned and project management improvement are being missed due to the lack of formal evaluation of success.

Enhancing Engineering Project Management Through Process Alignment

In order to lead successful projects, coordinating the different business units of a company is compulsory. This paper proposes a framework to make companies’ practices evolve toward a better alignment of the business units based on their processes, and illustrates it with project management and systems engineering processes. Indeed, all the different organization units intend to serve the common global objective to satisfy the customer needs, and need to closely collaborate during projects. However, work organization in companies often leads to barriers between these stakeholders, with the result of an incoherent decision-making that may compromise project execution. Therefore, the issue of processes alignment from different domains lies at the very heart of ongoing research topics and ranks first among economic and industrial concerns. This paper uses a qualitative approach to show how different business units’ processes can be integrated and illustrate this framework by aligning the systems engineering and project management processes within a certain engineering project context. By using the proposed framework, different teams (or even different companies, in a context of distributed enterprise) can align their practices, while also making them evolve toward a better compliance with standards.