Project Management Environment Research Articles

Project performance factors in the domestic business support system in Kazakhstan: An empirical study

The relevance of the study is due to the importance of assessing projects implemented within the framework of the state business support system, in which entrepreneurs take an active part by submitting applications for various types of support, including investment subsidies, technical assistance in the implementation of quality management systems, export support, and educational programs. The study identified the main factors determining the successful implementation of projects aimed at supporting and stimulating business development. The research design of project implementation effectiveness factors in the business support system is a strategic approach that allows you to organize and structure the analysis of theoretical concepts, and also provides a basis for subsequent experimental research in a real practical project management environment. The research methodology includes the use of structural modeling, which is a validated technique for testing multiple parallel hypotheses about the existence of cause-and-effect relationships. The conducted survey of business entities in several regions of Kazakhstan and the subsequent data analysis confirmed the significance of the identified factors, as a result of which the identified analysis allows to better understand the processes occurring in the business support system and offer practical recommendations for its improvement, which can also serve as a basis for the development of more effective strategies and programs to support entrepreneurship in Kazakhstan.

The Impact of Project Managers Traits on Project Success

Project management is an indispensable aspect of business that depends heavily on the capabilities and characteristics of the project managers, with his/her personality traits playing an essential role in leading their project to its goals. This paper explores the critical role of the project manager's personality traits and cultural background in the success of project management and emphasizes its influence on team dynamics, stakeholder engagement, and overall project environments. The Big Five personality traits provide a framework for understanding these influences. The paper also delves into how the Myers-Briggs Type Indicator (MBTI) impacts project management approaches, specifically the Extraversion/Introversion and Judgment/Perception dimensions. In addition, the paper examines the impact of global and cultural differences on project manager traits and management styles, emphasizing the need for project managers to adapt to different cultural contexts in a world where understanding and leveraging cultural differences is critical to project success and the achievement of broader strategic goals. This comprehensive analysis offers insights into the multidimensional role of project managers within today's highly dynamic global project management environment.

Financial Literacy's Moderating Effect on Project Selection with Heuristic-Driven Biases: SMEs’ Entrepreneurial Market Development in Pakistan

Certain biases on various project stages influence projects. Based on the moderating influence of financial literacy, the effect of heuristic-driven biases on project selection is evaluated in this research. The study aimed to evaluate how heuristics-driven biases affected the project management environment. A questionnaire with a five-point Likert scale is used to gather quantitative data. The study's target demographic comprises project managers and other senior employees at Small and Medium Enterprises (SMEs) with more than five years of experience. This study involved 200 participants, but only 151 responses were deemed authentic. Convenience sampling is the study's methodology. SPSS and Smart PLS3 are used for data analysis. The findings show that three behavioural biases, availability, representativeness, and under-confidence, have a negligible influence on project selection, but two behavioural biases—overconfidence and anchoring have a favourable impact. The research asserts that individuals do not succumb to these biases in many SMEs. The findings indicate that financial literacy does not moderate the association between heuristic-driven biases and project selection. Entrepreneurs, managers, investors, and businesses will gain immensely. Business owners should detect heuristic-driven biases to make better judgements. Controlling heuristic biases helps entrepreneurs make better decisions and implement productive business strategies. This research will help business owners manage their heuristic biases and grab business opportunities without making costly mistakes. This study offers a unique opportunity and the potential to improve the knowledge of entrepreneurial managers about the impact of heuristic-driven biases in the context of project management.

Integrating Polyvagal Theory With Agile Project Management

The modern project management environment has become more complex due to various influences. For instance, stress and trauma are recognized as powerful influences on employee behaviors and decision-making. Although past studies have attempted to understand the psychology behind this phenomenon, scarce research has been performed on the influence of the autonomic nervous system on project management outcomes. Accordingly, this paper investigates the underlying nervous system responses that shape project management activities in different organizations. It relies on the Polyvagal Theory to elucidate the neurobiological responses that emerge when project managers are faced with stressful, dangerous or life-threatening situations. Thus, the paper can offer feasible recommendations for optimizing project management outcomes by strengthening the link between the heart, mind, and body.

Інструменти мотивації Офісу управління проєктами

The modern project management environment is becoming more and more volatile under the influence of exogenous and endogenous factors. The key factor in this context is motivation, which has the potential to increase its application in project management. The aim of the article is to analyze the motivation strategies that can be implemented by the project management office to increase the success of projects. The importance of motivation in the context of project management is considered, with an emphasis on how motivational strategies can affect the productivity and effectiveness of teams. The importance of the project management office in the development of team motivation to achieve success in project management in conditions of increased volatility of the business environment is emphasized. According to McKinsey, 37% of situations leading to the failure of a project are due to changes in its goals, which directly or indirectly affects motivation. Various methods of motivation used by the project management office, including intrinsic and extrinsic motivation, and their impact on the behavior of employees are considered. Attention is paid to the psychological aspects of motivation, the role of cultural and individual differences. Particular attention is paid to the use of metrics for quantitative project management, which provides a more structured and objective approach to evaluating and improving various aspects of the project, including motivation. An analysis of the importance of creating a favorable environment for motivation and the use of a strategic approach to the implementation of motivational strategies is carried out. The proposed research can be useful for professional analysts and researchers, companies, non-profit organizations and authorities who seek to strengthen the motivation component of the project management office. Prospects for further research include the development of a KPI system taking into account the main organizational goals and, on the basis of their construction, a motivation system by the project management office.

The APTAS student CubeSat Mission: A case study for reflective practitioner in education and student teams

Despite the growing number of educational CubeSat projects, there is a lack of available literature related to analysis of good practices and lessons learned associated with learning environment of such university student projects, their internal organisational, and management issues. Difficulties arise when international standards, procedures and practices from professional satellite development projects must be adopted by student teams to their local projects. This paper discusses educational, organisational, and human factors that contribute to the success of the master student space projects at Luleå University of Technology, Kiruna Space Campus. The authors focus on project structure, management, working, and learning environment of the ongoing student CubeSat project APTAS and analyse problems and difficulties encountered in relation to the other actual student space projects at LTU. The result of quantitative and qualitative analysis of questionnaires, interviews, reflections and observations of the national and international master students is presented, and provides practical advice for university student teams and their supervisors.

Research on the application of big data technology in enterprise project management

Abstract With the development of Internet big data technology, more and more modern medium and large enterprises have started to introduce Internet technology into the internal management of enterprises, and project management is the most important application area that accompanies the growth and development of enterprises. This paper takes traditional enterprise project management as the theoretical basis, supported by big data Internet technology, through big data unstructured data classification process, using empirical analysis method to conduct an exploratory analysis of the constructed management capability index system, and finally constructs a function model based on the application of big data technology in enterprise project management. After analyzing the digital overview, the necessity of using digital in enterprise project management is clarified, and the exploration of using digital in enterprise project management is proposed. Through the design and development of resource management, operation queue, and scheduling strategy, the joint analysis of data level between multiple systems is constructed to create a good environment for enterprise project management. The development of big data Internet technology brings important and positive changes to enterprise project management, helps enterprises to keep up with the trend of the times, efficiently apply the advantages of digitalization, and promotes enterprise project management towards standardization and efficiency.

Dealing with Cross-Sectoral Uncertainty: A Case Study on Governing Uncertainty for Infrastructures in Transition

The interdependencies between infrastructures are growing. Engineering decision making that earlier was largely confined to a specific sector now requires more and more understanding of how systems interact: a system-of-systems perspective. The article analyzes the effect of that added complexity in a single case study in de Zuid-As, Amsterdam, in the Netherlands, and relates the findings to the literature on engineering decision making and project management in complex projects. The article concludes that cross-sectoral engineering decision making has an additional level of complexity that requires governance of uncertainty. Despite this challenge being a well-known challenge among infrastructure operators, it is still not recognized for its importance, and it seems to be a neglected element in collaboration. Key is an open approach in the early stages that goes beyond classic cooperative decision making in engineering and project management environments.

Learning in the transformation of organizations with the implementation of agile methods

Objective: This article aims to understand the influence of organizational learning on adaptation during the implementation of agile methods in the project management environment in companies. The study focuses on changing project management processes from the traditional “waterfall” to agile management models to meet the needs of organizations. It aims to identify how the organization based on traditional project management migrates to a new process, adapting the new agile methodology to its day-to-day activities. Design/methodology/approach: We carried out a systematic literature review, answering the question: How does organizational learning influence the adaptation of agile methods? Results: We grouped the articles into five fields of research: Agile Learning; Organizational Learning in the implementation of Lean and Scrum methodologies: Implementation of Lean and Scrum methodologies; Learning of the individual in the organization and Organizational Learning. Originality/Value: This article seeks interests in the potential of applying agile projects and the organizational learning acquired from this new model.

Facilitating Knowledge Transfer in Project Management Environment

This paper presents an approach to adaptive knowledge management in the presence of management of projects for facilitation of knowledge transfer among project workers that promotes the effective completion of a project. The approach consists in coordinated dynamic management by the temporal sequence of project task groups and collaborative groups of project workers assigned for tasks performance. At that, tasks relevant knowledge, knowledge of the project workers, temporal and structural task parameters are jointly taken into account. The objective of the approach is to facilitate knowledge transfer between project workers for effective performance of the task work. The aim of the paper is to identify the key factors that influence the ability to transfer knowledge. The framework is represented by key factors characterizing significant influences on knowledge transfer. The results of the study indicate that the approach can be applied to project management.

Effective Motivation Theories and Strategies for Project Management Environments

Motivation is considered a key factor for organizational success. Employers and employees have key roles in implementing motivation theories and strategies in projects. Several motivation theories and strategies were established to increase the level of effort, which will lead to better performance. This study addresses the most important motivation theories that are related to project-based environment. Also, it evaluates some motivation theories by discussing the main issues and providing suggestions in how to eliminate these issues. This study discusses cultural, social, and pace-of-life issues of the motivation theories and proposes solutions to these issues.

Effective Culture Theories and Strategies for Project Management Environments

A project plays a great role in basic, social, and economic life, and its success or failure determines the development speed and overall strength of a country, a region, or enterprise. In lieu of the rapidly changing market environment and the continuous improvement of user demand, enterprises should constantly adapt and adjust. Enterprises must give full play to the value of people, but the most effective way to tackle the constantly changing environment is by frequently updating the management ideology, particularly within project management. When the corporate culture construction project carries out various tasks, many problems can appear to affect the implementation of the project. Additionally, the author takes a systematic literature approach to study pre-existing literature on the current variables, concepts, and models in acquired skill and management strategies and how they work in project management. Overall, the author provides some implications and applications for project management, engineering management, and for the current digital and Internet environments.

Impact of methodologies and standards on the owner's economic benefit in projects

Many researchers address the benefits of using methodologies, standards, but they rarely go beyond the direct effects, and get to the ownership. The owner is one of the key participants in project management. This research aims to explore a possible association between the methodologies, standards applied in organizations, and owner's value. The data set serves as a base of the statistical analysis, where the respondents are employees working in a project management environment. The complex analysis of this study justified a significant relationship between standards and methodologies, and the creation of owner's value. Therefore, this finding could be employed to assess the chances of creating owner's value, e.g., in rapid evaluation methods in project management. Such a justified relationship can be used not only in project management.

A 4-Layered Plan-Driven Model (4LPdM) to Improve Software Development

Quality is the degree of excellence of a product and one of the most important factors of software projects that mainly defines user satisfaction and success of the project. Software methodologies represent a variety of tasks, processes, and roles to manage time, cost, and quality. The invention, innovation, and diffusion for technological advancement creates challenges of software projects, thus several existing methodologies albeit with limited scope. A software product is highly influenced by the latest technology and distributed project management opportunities. Management issues are introduced for a virtual project management environment when resource persons are in another corner of the world. To resolve the problem, this research presents a new software project management model (4-LPdM) with alternative actions and practices to effectively manage. The model was presented to 20 different organizations and 29 respondents gave feedback who had experience between 1-16 years in multiple sections of software engineering. The model is evaluated based on the factors of advanced PMBOK 4.0 (scope, cost, quality, resource, risk, plan) and two (management, sustainability) additional features according to the demand of experts. This research illustrates statistical analyses to examine the significance of the proposed model besides a comprehensive comparative study of the traditional methodology.

Project Management and Learning Environment: A Case Study

Project Management and Learning Environment: A Case Study

Literature and Project-Based Learning and Learning Outcomes of Young Children

In the early years, children learn by taking an action and touching opportunities which experiences the world as much as possible. It is an internal process that allows children to meaningfully reflect their experiences from abstract to further learning. Literature and project-based learning management is a learning approach that strengthens the attitude of the pursuit of knowledge, helping children to have a habit of reading, creating opportunities to leading in the discovery of something meaningful to life. The research objectives were to study learning outcomes of young children through literature and project-based learning. Twenty-five young children were studied and reported their learning outcomes. Data were collected through variety of methods: observation, debriefing focus group, and interviews after the scenario. Data were collected by qualitative and quantitative methods. The findings indicated that young children had the highest level of understanding and ability to manage literary learning and projects. They also had ability to provide the most literary and project management environment were ranges low and highest based on the different perception and potential of learning. It can be recommended literature and project-based learning is suitable for early childhood education.

The influence of gender-diverse boards on post-audit practices: A UK SME study

This article extends the project-engineering management/post-audit literature into the field of business ethics and board gender diversity. As a result, it fills an important gap in the literature. Board gender diversity is an important issue with ramifications on corporate decision-making. Based on a sample of 163 UK small-medium enterprises (SMEs), our research shows differences between gender diverse (GD) boards and male-only boards in post-audit (P-A) practices. GD boards conduct more post-audits and adopt a more formal approach to post-audit procedures. There are significant differences between the two board types concerning the reasons for undertaking post-audits and the non-adoption of post-audits (P-As). An interesting observation is in the area of risk aversion, as we find an inconsistency between those SMEs that conduct P-As and those that do not. This inconsistency may reflect the earlier literature, which is inconclusive in its findings concerning females’ attitudes to risk. A further interesting observation from the data analysis shows that GD Boards appear to be more focused, while male boards are more diverse in their responses. This article is of relevance and general interest to engineering economists in an investment appraisal, P-A, project management, and governance environment, fostering diversity and equality in regulating corporate activities, assisting practitioners and policy-makers in understanding the importance of monitoring capital projects, and the role played by gender-diverse boards.

Leadership in an Agile Project Management Environment

This paper considers the leadership approaches used in agile project management teams in particular and agile organizations in general. It considers the importance for managers to choose the right leadership style for each specific contingency. A significant consideration is the amount of change and the expectation of innovation. Managers may improve their leadership ability by learning to adjust their leadership styles. Agile approaches are expanding not only because of their ability to respond to change and innovation, but because of the ability to respond quickly to the volatile, uncertain, complex, and ambiguous nature of the business environment that has become the “new normal”. Hybrid project management solutions are emerging and need a contain combination of agile and traditional project leadership approaches.

The compelled circumstantial trust in project management environment: validation of the scale model

This article investigates the phenomenon of compelled circumstantial trust, which project managers are subject to when performing their functions in the project environment. The objective is to contribute to project manager‘s higher productivity and efficiency. Compelled circumstantial trust is a phenomenon that happens, for instance, when there is a change of any key stakeholder in the project environment, or when a new project manager takes over the project. Therefore, it is necessary to trust the administrative legacy inherited and those who are part of it, which may represent a potential problem for an efficient project management model and become a challenge for the project manager, and ultimately for the sponsor. This article discusses compelled circumstantial trust and presents a validated scale, together with a set of practices that aims to improve the performance of project managers in the exercise of their duties, while keeping the privileges and particularities of their role.

РОЗРОБКА СИСТЕМНОЇ МОДЕЛІ ФОРМУВАННЯ МЕНТАЛЬНОГО ПРОСТОРУ ПРИ УПРАВЛІННІ ПРОЕКТАМИ БЕЗПЕКИ ТРАНСПОРТНИХ ПІДПРИЄМСТВ

In the study, based on the existing approaches to the assessment of mental space in the project management environment, a model of mental space for the implementation of transport safety projects was formed. The purpose of the work is to create a system model of the formation of mental space in the management of security projects of transport enterprises to increase the efficiency of their implementation. Research methods - project and program management methodologies; mechanisms of set theory, system and process analysis. The developed system model includes the mental space of the security project; the mental space of the project manager / project team, to be determined by the general policy of safety management of the enterprise and is formed by the mental space of the transport enterprise; the mental space of stakeholders is defined as the mental space that is formed by the general attitude to ensuring the safety of the transport industry; the mental space of mobile content / environment is determined by the zonal culture of transport safety that exists in a particular region. This comprehensive approach allows us to move towards taking into account all the important components in the management of transport safety and especially in transport companies. The results of the article in the implementation of the procedure of forming a mental space in the management of security projects of transport enterprises to improve their efficiency can be implemented. Predictive assumptions for the development of the object of study - the development of a method of forming a mental space in the management of security projects of transport enterprises. KEY WORDS: PROJECT, PROJECT MANAGEMENT, MENTAL SPACE, TRANSPORT ENTERPRISE, SECURITY, SYSTEM MODEL