Goal Of Project Management Research Articles

УПРАВЛЕНИЕ СТОИМОСТЬЮ ПРОЕКТА НА ПРЕДПРИЯТИИ

The goal of project management is to anticipate or predict as many hazards and problems as possible, as well as plan, organize and monitor activities so that projects are completed successfully despite all the risks. In the context of this work, it may turn out that using or applying a project management approach can guarantee and provide confidence that organizations can benefit. It is also difficult to conclude whether the project will always be successfully managed in practice. The project management process begins long before any resource is allocated and should continue until all work is completed. But what is a project and project management? We will try to solve this issue further. This article discusses strategies for managing the cost of projects in an enterprise that ensure budget compliance and timely project execution. The stages of planning financial opportunities are studied, including budgeting, cost estimation and cost analysis, as well as ways to control and optimize costs during the implementation of the project. The importance of project management in the planning and organization of the company's activities is emphasized. The methods of estimating the cost of the project are analyzed. The importance of using an integrated approach to project management in order to obtain any tangible benefits for organizations is considered. The theoretical problems of project management in the 21st century were identified and the implications for project management practice were considered. The findings showed that project management is not only about organizing project activities from the beginning to the end, but also includes creating values and relationships with stakeholders and members of the project team. A pattern has been revealed that using a systematic approach to project management can help reduce the waste of time, effort, and financial costs that could be directed to unrelated tasks. This work convincingly confirms that using a systematic approach to project management at the strategic level of an organization can help in creating a business case for any investment.

How performance measurement can support achieving success in project-based operations

This paper investigates the existing and missing connections between the concepts of project management success and organizational success. We build a theoretical framework of the concepts and elaborate on it by examining three innovation project cases—a smart-city project with little organizational success-driven performance measurement, a product development project with overly ambitious project management goals but an overall positive organizational impact, and an R&D project involving practically no project management performance measurement since organizational success was considered paramount. Our unit of analysis in these cases is performance measurement in terms of its alignment or misalignment of success. We contribute to the literature by (1) examining the linkage between organizational success and project performance criteria, (2) exhibiting the interrelations, dominance, and use of certain project performance measures in determining whether a project is successful, and (3) offering a framework for understanding how performance measurement can support success in project-based operations.

ФОРМУВАННЯ ІНФОРМАЦІЙНО-АНАЛІТИЧНОГО ЗАБЕЗПЕЧЕННЯ УПРАВЛІННЯ БІЗНЕС-ПРОЄКТАМИ ПІДПРИЄМСТВА

The purpose of the article is to improve the information and analytical support of project management in business.
 The study reveals the relevance of the problem of formation and rational use of information and analytical support for project management of the entity.
 It is argued that information and analytical support is an integral and one of the key components of regulatory and methodological support of project management. Based on the results of the analysis of the enterprise's activities, the strategic goals of its further development are determined by the following vectors: (1) marketing, (2) production, (3) personnel, (4) finance.
 The applied significance of the research results is that a matrix of SWOT-analysis of the business model of enterprise development with components of the internal and external environment (strengths and weaknesses) has been developed. It is stated that in order to achieve the goals of project management it is necessary to strengthen the strengths and weaknesses of the enterprise, as well as to realize opportunities and eliminate threats from the external environment of the enterprise. The basic principles of modeling the strategic development of the enterprise are substantiated.
 The scientific novelty of the research results is that the economic essence of enterprise development strategies is revealed, business models of strategic and managerial decisions are developed and their place and role in the set of elements of strategic enterprise management are indicated; the strategic analysis of financial and economic activity of the enterprise is carried out and the economic diagnostics of the environment of its functioning is carried out; the method of substantiation of resource provision of strategic development of the enterprise and strategy of its management as a whole as an important means of ensuring effective development of the enterprise is improved.

The Project Performance Evaluation of Road Construction Project Using Earned Value Method


 
 
 
 The fundamental goal of project management is to finish a facility building project on schedule and within budget while adhering to defined standards and specifications. No matter how great the construction project plan is, if frequent and timely reviews are not done throughout project execution, neither the project progress nor the plan's efficacy can be evaluated. The Earned Value Method (EVM) is one of the tools used in project management that integrates scope, cost and time or schedule measures and provide an accurate picture of current project state at the time of control. This research implements the EVM to road construction project to observe the project performance during its execution and to estimate the cost and the duration of the project completion. Based on the calculation, the project team has efficient performance in using their time and cost for week one until week three, but it decreased especially in time of execution (0,864 of SPI value). Further calculations predict the project needs to prepare Rp. 115.935.300,00 to finish with Rp. 264.828.113,00 of total cost while the TE value shows this project will be finished one week behind its initial planning if no corrective action is done.
 
 
 

PSYCHOLOGICAL ASPECTS OF CREATIVE PERSONALITY AND THEIR INFLUENCE ON ART PROJECT PERFORMANCE

Any project is first of all a project team that implements it. It is people who have the knowledge, experience and motivation to complete the work, that are the engine without which even a perfectly planned project will remain only on paper. Therefore, project management pays much attention to the formation and methods of the project team management. And an important component in the process of forming and managing a project team is to take into account the psychological traits of each team member and determine their further impact on project implementation. This is especially important for art projects, where the team is creatively gifted people with certain psychological aspects, which are inherent for talented individuals. Identifying and analyzing the specific character traits that are usually inherent in creative people will greatly help the project manager to understand the needs and capabilities of each team member, the motivation of each person and their fears and help create the conditions for full disclosure of each talent. But at the same time, this knowledge is necessary in order to create a coordinated teamwork that will guarantee the success of any art project, regardless of its complexity and size. This is extremely necessary based on the results of the analysis, which gave the understanding that a creatively creative person is not interested in organizational work on the project in general. A creative person is completely absorbed in the creative process of creating a certain product. But organizational issues remain out of the creative person's attention only as long as the organization of the project activity does not directly concern the schedule of its work, the quality of materials or equipment with which the person has to work. Therefore, the project manager needs to build the project management process in such a way that while creating conditions for productive work of the project team, minimize risks to achieve project management goals, namely, get a product of a certain quality on time and budget.

Implementation of project management approaches as a tool of influence on strategic development of the enterprise

The article examines the development of strategic project management, substantiates the problem of aligning project goals with the development goals of the organization implementing projects. The use of a balanced scorecard for project management and organizational support for project decision-making is proposed. It is suggested to evaluate the project on four groups of indicators: finance (value for investors and project customers in terms of investment efficiency and budget compliance); internal processes (value for key project stakeholders in terms of project management processes); learning and growth (value for the project team and top management in terms of the effectiveness of project activities, the realization of the interests of project team members and their involvement in strategic management processes); clients (value for customers / project initiators in terms of project product characteristics and project management process). Adapting a balanced scorecard to the context of project management makes it possible to establish key performance indicators for project managers and to integrate enterprise development goals with project goals and results. Accordingly, the use of a balanced scorecard in the context of reconciling company development goals and expected project results requires organizational support and the establishment of functional responsibilities, areas of responsibility and communications for each participant in the process. Project strategic status profile, built on the indicators of a balanced scorecard for project management of the enterprise, illustrates the problem areas of coordination of enterprise goals and project management goals and is the basis for developing appropriate management decisions. The construction of such a profile is based on the assessments obtained through an expert survey of owners, top management, functional and project managers. Expert assessments are formed on the basis of information on the level of quantitative and qualitative criteria for project implementation indicators and relevant reporting. The object of research is the processes of strategic project management in the organization. The subject of research is the approaches and tools to ensure and analyze the effectiveness of project decisions in the context of their impact on the strategic goals of the organization. The purpose of the study is to reveal project management as a tool for implementing strategic decisions of the company and substantiate the directions and indicators of effective strategic project management in the organization. The objectives of the study are to study and develop tools to influence project management on the strategic development of the company.

METHOD OF RISK MANAGEMENT OF STAKEHOLDERS OF WIND POWER PROJECTS

Effective management of wind power projects, which are now challenged by a dynamic turbulent environment, requires a continuous integrating activity. The goal of the latter is to maximize the return on integration of all stakeholders in such projects and balancing their opportunities and threats. Thus, the article covers latest research in and approaches to stakeholder management in project. The methods and mechanisms of stakeholder management of wind power projects are analyzed, the weaknesses of stakeholders are detected, major issues and factors influencing their management are identified as well. The study also reveals the loss-inducing features of the stakeholders of wind power projects. This model consists in the fact that in order to ensure effective stakeholder management in wind power projects, it is necessary to balance their risks: increase the opportunities for positive impact of participants and reduce the opportunity of threats, while maintaining the stable state of the system, within the three categories that correspond to the magic triangle of project management goals: duration, cost, quality that is possible by combining techniques of opportunity management (chance management) and threats (risk management). All stakeholders in wind power projects can be divided into three groups: threatening, harmonized and chance identified. There has been developed a method of risk management of stakeholders of wind power projects. It takes into account the possible states of the system of interaction of opportunities and threats of stakeholders in the balance of their risk balances, improves managerial decision-making by reducing high and medium-sized threats for threatening stakeholders.

Development and Integration of Scrum Tree Algorithm with K-means Data Clustering

The goal of project management is usually to anticipate or perhaps estimate as most potential issues and so complications as conceivable; and then to approach, coordinate and restrain actions in order that the tasks accomplished as effectively as plausible in spite of each associated risk. To deal with upcoming era initiatives, Scrum and agile platform is indicating the ideal. Scrum project control is a method for controlling software execution that originates beneath the wider umbrella of agile assignment control. It gives a light and portable procedure framework which usually holds iterative as well as, progressive methods; assisting businesses achieve functioning software even more often. Scrum is definitely an agile software advancement method engineered to put strength, target, quality, and openness to project groups producing software products. It harnesses fabricated life analysis by permitting groups to function in close proximity to the border of commotion to promote speedy system progress. Consequently, presently there is a need of project management tool integration with new scrum tool facilities. This paper presents the k-means data clustering integration with our developed scrum tree algorithm and also the integration for efficient project management. The results show that the proposed research is better than the existing project development model.

Critical Success Factors of Project Management in Nepalese Hydropower Projects

The delay in the construction industry is a global phenomenon and the construction industry in Nepal can!t be the exception. To deliver the project product on time, within the budget, of quality in the safest manner is the goal of project management. Even potentially good projects are failing because of the weak project management performance in Nepalese construction projects. Due to the lack of research based findings in these areas, the new project managers are facing problems about in which areas they need to focus for successful delivery of the project. The purpose of this research is to find out the critical success factors of project management that help the project parties reach their goal as planned in Nepalese hydropower projects. In this study, general success factors of project management were collected from various literatures and the pilot survey, rank them based on relative importance index (RII), and found top seven success factors as critical success factor. Based on the 85 responses from project managers and experts working in hydropower projects in the first stage study, top seven success factors of project management were Effective communication between project team members (S1), Job satisfaction of project team members (S2), Timely decision by client (S3), Competence of the project manager (S4), Effective coordination between stakeholders, public institutions (S5), Competence of the project team members (S6), Proper and timely supervision (S7).

Identification and Analysis of Project Management Success Factors in Information Technology SMEs

This article identifies and analyses the success factors involved in project management through an exploratory study that encompasses nineteen interviews, fifty-seven surveys and one session with a focus group of project managers, department managers who have taken the role of project managers and general managers of small and medium-sized enterprises (SMEs) of the information technology (IT) sector in Bogota, Colombia. After analyzing the information, the authors identified eleven factors for the achievement of project management goals in these organizations. These comprise managerial, organizational and sector aspects that influence the resource management and leadership in projects of SMEs of information technology.

Green business park project management: Barriers and solutions for sustainable development

Green Business Parks (GBPs) are getting an increasing interest from both the private and public sectors since GBPs is a way of achieving more sustainable industrial and business development. However, the adoption of GBPs still encounters impediments because there is a lack of proper project management framework for such projects. Therefore, the objectives of this study are to: (1) investigate and assess the barriers hindering the adoption of GBPs; (2) assess the impact of the barriers on project management goals; and (3) propose feasible solutions for overcoming current barriers and thus promoting the adoption of GBPs. To achieve the objectives, 15 barriers and 21 solutions were identified from a comprehensive literature review. Through a questionnaire survey with 40 experts in Singapore and post-survey interviews, the results first revealed that the top three barriers were “perceived higher initial capital costs”, “uncertain trade-off between environmental and financial benefits” and “lack of government support”. Moreover, the client related barriers had the most significant impacts on three project objectives which are cost, schedule and quality. In addition, all barriers had more impact on project cost than project schedule and quality. In addition, “government’s co-funding and incentives for training and technologies”, “policies and regulations for green industrial development” and “collaboration with research institutes and firms to study the benefits of GBPs” were identified as most feasible solutions to overcome the significant barriers. The findings of this study not only bridge the gap between knowledge and practice of the developments of GBPs but also provide useful outcomes about barriers and solutions for practitioners to avoid traps and ultimately achieve the sustainable industrial and business development.

MODEL OF INTEGRATED VALUE OF PROJECTS IN THE FIELD OF ALTERNATIVE ENERGY

Development of alternative energy sources requires the implementation of complex problems, the solution of which is necessary to apply the project approach. The uniqueness of alternative energy projects (AEP) necessitates individual approach to evaluating the effectiveness of each. The paper contains the results of the project management features's analysis in the field of alternative energy, determining the values and developing of the value management integrated conceptual model of AEP. In assessing the effectiveness of AEP considered the socio-economic and commercial aspects. Value management integrated conceptual model of AEP was obtained by combining the classical model of the project management goals with the project values model Five E and two A. The classical model of the project management goals have been complemented with risk parameters.

Risk Breakdown Structure for Construction Projects on Existing Buildings

Governments and private investors are increasingly becoming aware of the marketing power and the importance of seismic safety of old cores of their cities. Hereby the interest in preserving the original look and often even the original, but improved construction of the buildings becomes imperative and a demanding task for engineers and project managers. The main goal of project management is controlling the outcome of a project through control of elements like quality of the final product, costs and time, whereas practice shows that these types of projects very often overrun cost and time limits. Therefore these are the main research questions: Can construction projects on strengthening and preserving existing buildings be successfully governed with existing risk management tools? If not, how can we improve the existing risk management tools?In this paper development of a new risk breakdown structure for construction projects on existing and historical buildings is presented. The risk breakdown structure is developed based on previous project experiences and in collaboration with a series of experts.

Gestão do Tempo em Projetos: Um Estudo de Caso em uma Empresa do Polo Industrial de Manaus

Na era da informação as organizações se veem imersas em um ambiente dinâmico e em plena transformação. A velocidade em identificar as demandas e transformar essas demandas em produtos é fator crítico para o sucesso. Nesse cenário de tempo e recursos limitados, a aplicação das técnicas de gerenciamento de projetos surge como uma das respostas. O objetivo do gerenciamento de projetos é garantir que seja executado o trabalho necessário e somente o necessário, para a entrega do produto ou serviço atendendo as restrições de prazo, custo e qualidade. Com foco na área do conhecimento de gerenciamento do tempo, essa pesquisa apresenta um estudo de caso de uma empresa do setor industrial, que teve o objetivo de avaliar a forma de gerenciar o tempo nos projetos do time de engenharia de produto. O resultado da pesquisa trouxe pontos de melhoria na forma de gerenciar o tempo na organização pesquisada ao se confortar os métodos atualmente em prática com as melhores práticas levantadas na revisão bibliográfica.DOI:10.5585/gep.v4i2.139

Breaking the vicious cycle of flood disasters: Goals of project management in post-disaster rebuild projects

Korea has witnessed a significant number of post-disaster rebuild (PDR) projects following flood damages caused by unforeseeable super-typhoons. Efforts to improve the management performance of such projects are mostly limited to the development of several administrative guidelines for faster construction starts to avoid secondary damage from subsequent typhoons. However, no explicit and comprehensive studies have thus far been initiated to identify the causes of low performance outcomes of flood PDR projects in quantitative and qualitative ways. Hence, this study performed macro- and micro-level analyses to provide an overall view of the performance of flood PDR projects as well as created a comprehensive cause and effect (C&E) diagram, which reveals 12 major factors and 19 sub-factors adversely affecting the project outcomes. The findings of this study are expected to be useful in improving current project management capability as well as relevant laws and regulations both in Korea and in developing countries.

Exponential, Gamma, and Power Law Distributions in Information Flow on a Construction Site

This paper examines the statistical distributions of interarrival and response times for construction-site correspondence. Data from a number of construction projects are analyzed and hypotheses are proposed and tested to link the probability distribution to the type of correspondence. Although the commonly assumed exponential distribution of interarrival times is found to be accurate for all types of correspondence, the response times for different types of correspondence follow different distributions depending on the type of correspondence. In particular, a power law relationship is observed between incidence frequency and response time for requests for information. Knowing the statistical distributions for a class of events helps managers forecast future work and manage risk. Simulation models used by practitioners and researchers for various project management goals are also improved by incorporating appropriate statistical distributions for generating various events.

The goal of Project Management

The goal of Project Management

Software Development Project Management: Process and Support.

Part 1 The process of software development project management: the context of project management establishing a project the project management process project management goals. Part 2 Modelling the project and the management process: modelling approach - language and concepts modelling the activities in the management process modelling the project making inferences and decisions about the project. Part 3 Supporting the process of project management: division of labour between manager and computer-based support system designing project management support environments providing integrated support through process guidance supporting project risk management. Part 4 Implications and conclusions.

Project risk action management

This paper examines the requirements for project risk action management techniques which can assist clients and project managers to assess and pre-empt potential sources of risk. These sources may be external or internal to the project and include those which may result from the manager's own actions. The aim is to encourage project managers to be sensitive to these potential sources of risk, to be able to anticipate their occurrence, to appreciate their potential impacts on the project objectives and to reduce their future impact through appropriate risk action management strategies. The paper examines project management goals and objectives and discusses risks which may arise to threaten the achievement of these objectives. The conventional risk analysis approach is reviewed in the context of the need to identify and assess such risks and their potential effects. The paper reviews the direct relationship, as presented in the conventional approaches to risk analysis, between ‘risk drivers' and risked con...

Concurrent and sequential networks — implications for project management

Timely completion of projects is one of the essential goals of project management. The present authors have developed a probability-based explanation of the lateness phenomenon as it relates to network complexity. Concurrent activities within a network are greater determinants of the delay than are comparable sequential activities. The implications for project management are discussed.