Program Management Approach Research Articles

Проектная деятельность в органах государственной власти. Национальный проект «Безопасные качественные дороги» и его положительное влияние на обновление парка дорожно-строительной и дорожно-эксплуатационной техники в Российской Федерации

A brief history of the implementation of project activities in the Russian Federation, the standards of project management in the world, the differences between project and process activities, the structure of the program and project management approach in the Russian Federation are described. Analytical data on the introduction of kilometers of highways in the period from 2019 to 2024, provided for by the programs of road activity of the subjects of the Russian Federation within the framework of the national project "Safe high-quality roads" in the context of types of work, are presented, and four distinctive features of project activities in the Russian Federation are described.

Factors and Areas of PgMO Supporting the Success of the Program Management in the Construction Sector

In recent years, the construction sector has been increasingly inclined toward using systematic program management approaches. Despite acknowledging the crucial impact of PgMO on program management success, the existing literature lacks sufficient research on the areas where this office can provide support for success in the construction sector. This article aims to identify the critical success factors and PgMO areas that contribute to program success in the construction sector. To address the research questions and goals, standardized interviews were conducted with 49 PgMO members from 14 organizations implementing construction programs. Based on the literature and statistical analysis, ten critical success factors (CSFs) for construction programs were identified. However, the significance of these CSFs may vary depending on the context of the construction sector. Furthermore, statistical analysis revealed five areas where PgMO can support program success: maintaining program governance, program initiation, program planning and budgeting, stakeholder and relationship management, and requirements and knowledge management resulting from program implementation. Managers are advised to take action in all the identified areas of PgMO to increase the likelihood of achieving program success. They should also pay attention to weaker areas and strengthen them as part of best practices.

Primary care patients' and providers' perspectives about an online weight management program integrated with population health management: Post-intervention qualitative results from the PROPS study.

To assess patients' and providers' attitudes about the online weight management program and population health management approach in the PROPS Study, which examined the effectiveness of these strategies in primary care. We conducted semi-structured interviews with 22 patients and nine providers. Using thematic analysis, we analyzed transcripts of the interviews to identify key themes. Most patients found the online program to be well-structured and easy to use, although a few noted that the information was overwhelming or could be more personalized. Patients mentioned that the support from the population health managers was critical for their success, and several reported that they would have liked more involvement from their primary care provider or a dietitian. Providers also were satisfied with the interventions, and several stated that the population health management support was helpful because it added accountability. Providers suggested that the interventions could be improved by tailoring the information and integrating the online program with the electronic health record. Most patients and providers were satisfied with the interventions, with several recommendations for improvements. These findings give additional information about patients' and providers' experience with this innovative approach for managing overweight and obesity in primary care.

Batch-based agile program management approach for coordinating IT multi-project concurrent development

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

Program Management Approach for Concurrently Managing Projects – A study from Khairun University

Complexity and uncertainty has led organizations to sustaining the strategic operations for future challenges. Project management is expected to uplift its scope in managing complex projects into strategic level. The study aims to offer a prospective angle in realizing organization’s goals by managing a number of small projects that are reached through a competition of limited resources within an organization. Program management is suggested as methodological paraphernalia, particularly in refining pathways of strengthening an organization, including a higher education institution such as Khairun University. The study demonstrated a solution to manage small and separated projects concurrently.

Managing a Smart City Integrated Model through Smart Program Management

Context. A Smart city is intended as a city able to offer advanced integrated services, based on information and communication technology (ICT) technologies and intelligent (smart) use of urban infrastructures for improving the quality of life of its citizens. This goal is pursued by numerous cities worldwide, through smart projects that should contribute to the realization of an integrated vision capable of harmonizing the technologies used and the services developed in various application domains on which a Smart city operates. However, the current scenario is quite different. The projects carried out are independent of each other, often redundant in the services provided, unable to fully exploit the available technologies and reuse the results already obtained in previous projects. Each project is more like a silo than a brick that contributes to the creation of an integrated vision. Therefore, reference models and managerial practices are needed to bring together the efforts in progress towards a shared, integrated, and intelligent vision of a Smart city. Objective. Given these premises, the goal of this research work is to propose a Smart City Integrated Model together with a Smart Program Management approach for managing the interdependencies between project, strategy, and execution, and investigate the potential benefits that derive from using them. Method. Starting from a Smart city worldwide analysis, the Italian scenario was selected, and we carried out a retrospective analysis on a set of 378 projects belonging to nine different Italian Smart cities. Each project was evaluated according to three different perspectives: application domain transversality, technological depth, and interdependences. Results. The results obtained show that the current scenario is far from being considered “smart” and motivates the adoption of a Smart integrated model and Smart program management in the context of a Smart city. Conclusions. The development of a Smart city requires the use of Smart program management, which may significantly improve the level of integration between the application domain transversality and technological depth.

Управление программами территорий опережающего социально-экономического развития (ТОСЭР) с позиции концепции устойчивого развития

Sustainable development (SD) of territories is becoming an increasingly important task both at the national and regional level. On the other hand, there is a little research on applicability of the SD concept on the territories with special economic regimes, including Advanced special economic zones (ASEZ) implemented in the Russian Far East. This paper analyses management of ASEZ in the Far East considering SD concept. The article provides an overview of the current practice of applying SD concept in modern special economic zones and considers the applicability of SD practices in the framework of the Far Eastern ASEZs. The authors used a program management approach to analyzing the functioning of ASEZs, identified key problems in the operation of ASEZs, and provide suggestions and recommendations for solving existing problems, taking into account the SD concept. In conclusion, the authors formulated directions for further research in this area.

The e-Government adoption in Higher Education in Portugal: The case of ISCSP at Lisbon University

Was studied the adoption of information technologies in the higher education area in Portugal, analysing the case of a centenary institution (ISCSP) and trying to understand how its leadership managed and organized the ICT capabilities to deliver value to students, professors and all other stakeholders. Innovative ICT capabilities were introduced within a planned, motivated and controlled environment where leadership styles and management practices were always focused on business success. We applied a Program Transformation Model based in good practices of Policy Research innovation and diffusion Models complemented with Program Management approaches. Through the academic results and data obtained during this program’s implementation we present experience evidence that confirms the progressive Digital Transformation of the ISCSP at Lisbon University.

Scaling up to speed up A critical evaluation of programme management in Indonesian megaproject development

For decades, policymakers in developing countries have used megainfrastructure project development to achieve economic growth. However, in practice, megaproject management does not live up to this ambition due to the contradiction between the temporary organisation of megaproject management and the long-term strategic goals embedded. Because of this, there is a strand of literature advocating programme management approach to counteract the complexity of megaproject development. This paper aims to contribute to the literature both on megaproject and programme management by providing a critical evaluation of programme management in dealing with these contradictions, particularly in the case of developing countries. The paper reflects on a case study of the acceleration programme of infrastructure projects in Indonesia through a content analysis and in-depth interviews with key stakeholders and experts. The findings show ineffective and inefficient interaction at the project level, especially in dealing with dynamic power relations and unfamiliar funding schemes.

Scaling up to speed up A critical evaluation of programme management in Indonesian megaproject development

For decades, policymakers in developing countries have used megainfrastructure project development to achieve economic growth. However, in practice, megaproject management does not live up to this ambition due to the contradiction between the temporary organisation of megaproject management and the long-term strategic goals embedded. Because of this, there is a strand of literature advocating programme management approach to counteract the complexity of megaproject development. This paper aims to contribute to the literature both on megaproject and programme management by providing a critical evaluation of programme management in dealing with these contradictions, particularly in the case of developing countries. The paper reflects on a case study of the acceleration programme of infrastructure projects in Indonesia through a content analysis and in-depth interviews with key stakeholders and experts. The findings show ineffective and inefficient interaction at the project level, especially in dealing with dynamic power relations and unfamiliar funding schemes.

Identifying barriers to Implementation of New Care Models, a Multi-Stakeholder Engagement Study

Introduction: In 2010, the National Clinical Programmes in Ireland were established with the aim of Nationalising best practice to improve quality, access and cost for patients. The aim of this study was to gain insight into the barriers key stakeholders faced in terms of implementing these new models of care. Method: A Multi-Stakeholder Engagement Process was conducted with 59 key stakeholders involved in the Clinical Programmes including clinicians, managers, academics and patients. An inductive approach using qualitative thematic analysis of the outputs was used to determine themes. Descriptive statistics were computed to assess the frequency of barriers and perceived challenges. Results: The most common barriers to implementation identified were; lack of business alignment and engagement, unclear governance, challenges with allocation of resources (in particular HR, Finance and ICT, including data management), recurrent restructuring and poor communications. Poor engagement by General Practitioners was also identified as a barrier as well as the need to have a consistent systematic programme management approach to implementation. Discussion: This participatory approach was an effective way to engage multiple diverse stakeholders to collaborate in identifying barriers to implementation to inform the next phase of the Clinical Programmes. Conclusion: Having a clear vision, a prescribed methodology and clinician buy in and involvement in the design of new models of care is not sufficient to ensure implementation. A whole system approach to the design and implementation of new models of care must be supported by essential enablers such as policy, financial and HR models and knowledge management systems. The second phase of the programmes will seek to overcome the barriers identified in this study and work with operations and policy makers to improve outcomes for patients by implementing person centred evidence based models of care

It's a Once-in-a-Lifetime Experience and Opportunity—Deal with it! Volunteer Perceptions of the Management of the Volunteer Experience at the London 2012 Olympic Games

Mega-events such as the Olympic Games involve huge numbers of volunteers from the host community, necessitating the development of a large volunteer program, which will only operate for a short time. Leveraging this volunteer energy to lead to longer-term community volunteering has become a legacy goal for many event organizers. Mega-events typically use a top-down "program management" approach for their volunteer program. This article examines how the program management style impacts on the volunteer experience, using in-depth interviews with volunteers at the London 2012 Olympic and Paralympic Games. The study found that the program management approach had a negative impact on many volunteers' preevent experience, leading to some rejecting the offer of a role at the event. However, the anticipated "once-in-a-lifetime" experience of volunteering for the Olympic Games overcame most of the preevent shortcomings. The article considers the impact of volunteer management on repeat volunteering. Recommendations for better management of mega-event volunteers, leading to a volunteer legacy, are offered.

Experimental Effects of Program Management Approach on Teachers’ Professional Ties and Social Capital

Theory and empirical work suggest that teachers’ social capital influences school improvement efforts. Social ties are prerequisite for social capital, yet little causal evidence exists on how malleable factors, such as instructional management approaches, affect teachers’ ties. In this cluster-randomized trial, we apply a decision-making perspective to compare a literacy intervention managed under a “fidelity-focused” approach, in which teachers were expected to implement researcher-designed procedures faithfully, versus a “structured adaptive” approach, in which teachers collaboratively planned program adaptations. In the short term, the adaptive approach increased teachers’ accessing of intervention-related social capital, but decreased their accessing of social capital unrelated to the intervention. Short-term effects varied based on participants’ role in the intervention. No group differences were found on social capital measures one year later, suggesting that the structured adaptive approach did not make teachers more likely to form ties that would be useful outside of the intervention.

A-2 IT企業の持続的成長を支える企業戦略のP2M的アプローチ(不確実性環境とプログラムマネジメント,経済危機を突破するイノベーション経営の仕組みと仕掛け-新たなものづくり、ことづくり、絆づくり-)

A-2 IT企業の持続的成長を支える企業戦略のP2M的アプローチ(不確実性環境とプログラムマネジメント,経済危機を突破するイノベーション経営の仕組みと仕掛け-新たなものづくり、ことづくり、絆づくり-)

STRATEGIC PROJECT MANAGEMENT PRINCIPLES, PROGRAMS AND PORTFOLIOS OF THE MEDICAL INSTITUTION

The article gives a brief overview of the latest research in the direction of the use of the project-based approach to the management of medical institutions. It is shown that medicine today is a project-oriented area, and modern scientific studies suggest the use of not only the project management approach and portfolio management. The various scientific sources proposed the classification of projects of medical institutions, mechanisms of formation of projects portfolios of such institutions. The concept of integrated management of medical institutions, which includes strategic, project, portfolio, program management approach (S3P-concept), is offered. According to this concept, the process of S3P-management of the medical institution will include four stages, which are closely interrelated. For the first time, the pair principles of S3P-management are formulated. The proposed concept and principles of S3P-management of medical institution require further development and creating of models, methods and integrated management tools, as well as the development of a system of indicators verify compliance with the organization's strategy of its projects, projects portfolios and programs. This concept and the proposed integrated management principles are universal and can be applied to any project-oriented area.

Exorcising restraint: reducing the use of restrictive interventions in a secure learning disability service

Purpose The purpose of this paper is to describe the nature and impact of a restraint reduction strategy implemented within a secure learning disability service in response to the national Positive and Safe programme. Design/methodology/approach The strategy was comprised of three primary interventions – Safewards, positive behavioural support and data-informed practice – and utilised a programme management approach to ensure effective delivery. Baseline measures were collected from 12 months of data prior to implementation of the programme and the frequency of each category of restrictive intervention was then measured prospectively on a monthly basis throughout the duration of the programme. Findings Upon completion of the programme the following results were achieved: elimination of prone restraint – elimination of mechanical restraint – 42 per cent reduction in general use of restraint – 42 per cent reduction in use of seclusion – 52 per cent reduction in rapid tranquilisation. Originality/value The paper adds to the growing body of evidence that carefully designed interventions can reduce the frequency of seclusion and restraint. In this case, Safewards and PBS have combined to exert their effect. Data-led practice and senior leadership were also found to be of critical importance. Finally, the need for a stable workforce is considered.

Fueling Good: Planning Design and Program Management for Alternative Fuels

While petroleum-based fuels are expected to dominate supply in the near future, the use of alternative fuels is projected to grow rapidly over the next 30 years. Highlighted by an abundance of domestic natural gas and greater accessibility of electric drivetrains, alternative fuels are enhancing the financial bottom-line of organizations while improving the environment and public health.Alternative fuels are diverse and include ethanol, biodiesel, electricity, hydrogen, natural gas and propane. Each has a distinct business case that can be applied successfully. Social and environmental benefits vary and must be considered in context with regional and project-specific drivers. For example, natural gas and biodiesel can yield returns on investment for large fleets of heavy-duty diesel vehicles. For smaller fleets with a greater proportion of light- to medium-duty vehicles, propane improves performance. Electric vehicle technology is evolving rapidly and is now well suited for fleets of passenger vehicles.Businesses, private fleets, municipalities, transit authorities, airports, and federal agencies all benefit from alternative fuels. Strategies to harness the benefits include planning, design and program management. In this article, case studies of each approach are provided to highlight best practices and potential lessons learned. Cases include: 1) a regional planning process involving alternative fuels as a driver for regional economic development; 2) a design process for a utility electric vehicle charging program; and 3) a program management approach for capturing public-private financing for design-build delivery of compressed natural gas (CNG) fueling infrastructure.

Program Management Approach to the Territorial Development of Small Business

This article presents the results of the research of the application on a state level of the program management approach to the territorial development of small business. Studying the main mechanism of the state policy implementation in the sphere of small business on a regional level, the authors have revealed the necessity to take into account the territorial specificity while the government programs of small business development are being formed. The analysis of the national practice of utilizing the program management mechanism in the regional system of the government support of small entrepreneurship was conducted on the example of Omsk region. The results of the analysis have shown the inefficiency of the current support system for small business and have determined the need to create an integrated model of territorial programming, which would not only contribute to the qualitative development of small business, but also provide the functioning efficiency of program management mechanism. As a result, the authors have created the two-level model of the programming of the territorial development of small business, which allows to satisfy purposefully the needs of entrepreneurship taking into account the specificity of the internal and external environment of the region. The first level of the model is methodological one and it is based on the marketing approach (the concepts of place marketing and relationship marketing) to the operation of the program management mechanism. The second level of the model is methodical one. It offers the combination of the flexible methods of management of programming procedure (benchmarking, foresight, crowdsourcing and outsourcing). The given model raises the efficiency of the management decisions of the state structures in the sphere of small business. Therefore, it is interesting for the government authorities, which are responsible for the regional and municipal support programs of small business, as well as for the theorists and practitioners of public administration where the program management mechanism is just developing its methodological form and content. The developed model may become the basis for the methodologies of management of strategic planning system in Russia.

Telemedicine in the Himalayas: Operational Challenges-A Preliminary Report.

Nonavailability of quality healthcare in mountainous, isolated, inaccessible sparsely populated regions is a universal problem. In this project, remote virtual healthcare was provided at Keylong and Kaza in Himachal Pradesh (HP) in North India. This innovative public-private partnership (PPP) provides 24/7 affordable healthcare to an alpine community where people commute 20-50 km for primary and 250 km for secondary healthcare services. Following a need assessment study, an MoU was signed by Apollo Hospitals in January 2015 with the National Health Mission. The government paid for all services delivered, Capital Expenditure (CAPEX) and Operating Expenditure (OPEX). Noncompliance to auditable weekly and monthly program MIS would result in penalties. Apollo Telehealth Services customized a turnkey solution, end-to-end, on a program management approach with measurable milestones and monthly reports. Key health issues in the region were identified. Very Small Aperture Terminals were installed amidst landslides and subzero temperatures. In February and March 2015, staff recruited from the community and local government staff were trained in Chennai. A major cultural transformation had to be effected. Urban teleconsultants were sensitized for community interaction, while deploying cutting- edge technology. Case records were audited. In the first 42 weeks, 2,213 teleconsults were provided, including 171 emergencies. Telelaboratory services and telehealth education programs have also been added. Evaluation confirms that delivering remote healthcare in inhospitable terrains in a PPP mode is effective.

ISSUES AND PERSPECTIVES OF USING PROJECT-ORIENTED APPROACH IN THE RUSSIAN ARCTIC DEVELOPMENT MANAGEMENT POLICY

Summarized are fi ndings of the research study “Special-purpose program management of comprehensive development of the Arctic area of the Russian Federation”) based on systems methodology, partially published in 2014-2015 and funded by the Russian Science Foundation. The fi ndings above include substantiation of the uniqueness of the Arctic area of the Russian Federation as an object of public administration and public policy and that of the program of comprehensive development of this area as the Russian Arctic area redevelopment megaproject. The study outcomes also involve: analysis and assessment of the key substantive components and two implementation phases of the program above; analysis and substantiation of the specifi city of using project-oriented approach in the practice of special-purpose program management of development of the Arctic area of the Russian Federation. Briefl y discussed are and evaluation provided of the experiences of using projectoriented approach in practical public administration and public policy in Russia. The key fi nding of the paper, valuable for substantiation of the organizational system and practical issues of the policy above – effi ciency of the megaproject of the region's redevelopment is signifi cantly precipitated by eff ective application of the special-purpose program management approach to the development policy for the Arctic area of the Russian Federation. Within this context the area above is interpreted as a unique and integrated object of the public policy while coordination of every policy actor relies on the shared (single) target of the megaproject and economic, social and infrastructural ties both historically established and those specially designed and organized to implement this megaproject.