Project Management Model Research Articles

Missio Dei as the Main Project: Project Management Model for Mission of God

The emergence of the concept of Missio Dei (Mission of God) from the perspective of the International Missionary Council (IMC) arguably demonstrated that the role of the Triune God in his own mission was undeservedly marginalized for decades, if not centuries preceding 1952. Over the past decades there has been a sustained research activity conceptualizing Missio Dei, and at the same time renewing missiological interest in other Christian missions. However, to the author’s awareness, there has been very little or no effort to introduce or use known project models that can be utilized to show coherence or collaboration of missions towards the project of fulfilling the objective of Missio Dei. Through a desk-top literature review, this paper proposes the use of a project management model to properly conceptualize the location of Missio Dei as a main project that includes other network of missions as sub-projects within its framework. The Triune God is here identified as Project managers while human participants are seen as project stakeholders. Christian missions include Missio Christos, Missio Spiritus, Missio Hominum and Missio Ecclesiae as sub-projects. The proposed model will demonstrate the coordination and collaboration of missions in the broader context of Missio Dei and further assist with a proper understanding of roles that each mission is, or should play, in achieving the objective of Missio Dei. While efforts are being made here to propose a project management model for Missio Dei, further research is needed to determine whether this proposal will yield an in-depth understanding of Missio Dei as a missiological paradigm in conjunction with the role of other missions.

CLASSIFICATION OF THE GAME THEORY MODELS IN PROJECT MANAGEMENT: LITERATURE REVIEW

The article provides a review of existing project management models and methods using particular game theory tools. The purpose of the review is to determine the current level of the research in this scientific topic, and to determine the most applicable classes of game-theoretic models and methods for the study of particular strategic interactions types that arise at certain stages of the project life cycle. Scientific papers published in international peer-reviewed journals and conferences proceedings over the past 10 years are used as an information base for analytical research. The first part of the article is devoted to the description of the most successful examples of the game-theoretic models’ application for the study of strategic interactions within project management processes. Based on this part, a conclusion is made about the locality of the game theory tools application for solving project management problems, as well as the expediency of developing an integrated approach that allows describing strategic interactions in project management processes in an invariant form. The second part of the article is devoted to the definition of criteria for the existing game-theoretic models’ classification. The classification criteria selected in this part of the article are used later in the third and fourth parts. The third part of the article is devoted to the classification of existing models by the composition of agents participating in the strategic interaction. According to this criterion, the models and methods are divided into the classes "Public-private partnership", "Contractor – contractor", "Contractor – subcontractor", "Subcontractor – subcontractor", "Interactions within the team", "Others". Based on the results of this classification, a conclusion is made about the dominant attention of researchers to the problems of organizing contractual relations and a clear lack of attention to non-contractual relations of performers within the project team. The fourth part of the article is devoted to the classification of existing models by their type. In this classification method, game-theoretic models are divided in two changes: strategic interactions are divided into simultaneous and sequential, as well as cooperative and non-cooperative (within the last class, into zero-sum games and non-zero-sum games). Based on the results of this classification, certain classes of game-theoretic models are determined that are most applicable in the study of strategic interactions in project management processes. The results of the work confirm the prospects of developing both particular game-theoretic models for describing specific strategic interactions that arise during the project implementation, and an invariant approach for describing a project as a complex of the stakeholders’ strategic interactions. The results of the work can be used by researchers to substantiate the relevance of their own research on this topic.

Quality Management Models of Project Management in the Construction Sector

Quality Management Models of Project Management in the Construction Sector

Proje Yönetimine Kurumsal Bir Yaklaşım: Jandarma Genel Komutanlığına Özgü Yeni Bir Proje Yönetim Modeli

Bu çalışmanın amacı, Jandarma Genel Komutanlığına özgülenebilecek bir proje yönetim sistemi oluşturmaktır. Çalışmanın temel araştırma sorusu “Jandarma Genel Komutanlığına özgü proje yönetimi yaklaşımı nasıl olmalıdır?”. Bu soruya cevap bulabilmek için çalışmada etnografik bir araştırma metodolojisi benimsenmiştir. Ayrıca araştırma metodu olarak Jandarma Genel Komutanlığında proje faaliyetleri icra eden dokuz personelle yarı yapılandırılmış mülakatlar ve ikincil bilgi kaynağı olarak literatür (dizin) taraması yapılmıştır. Jandarma Genel Komutanlığının proje yönetim sisteminde etkinliğin sağlanabilmesi için atılması gereken en önemli adım olarak ihtiyacı doğru olarak tanımlayabilen, proje yapan, yaptıran, yöneten ve kontrol eden bir Araştırma Geliştirme Merkezinin kurulması tespit edilmiştir. Çalışmanın sonunda Jandarma Genel Komutanlığının proje yönetim sürecine özgü yeni proje yönetim modeli oluşturulmuştur.

К вопросу встраивания проектной деятельности российских институтов развития в достижение национальных целей России

The article is devoted to the study of the question of compliance of the project activities of Russian development institutions with the achievement of Russia's National Goals. The study included the creation of a unified graphical model of strategic project management, the study of the project activities of the Russian Development Institute in terms of the project’s selection in relation to Russia's National Goals. Qualitative and relative methods for assessing the projects impact on the achievement of Russia's national goals are proposed.

Structural Equation Model (SEM) for Evaluating Factors Affecting ICT4D Project Success

Information Communication Technology for Development (ICT4D) enables organizations to transform and evolve. Despite the contributions of methodologies and models for project management, the number of failed ICT4D projects remain high; as a consequence, researching crucial success factors of ICT4D projects remains an important matter for practitioners and researchers. Studies and researches on factors impacting ICT4D projects' success are various, fragmented and have used different methods to explore the relatedness between various variables. Structural Equation Modeling approach (SEM) has attracted very little attention in the definition of critical factors affecting ICT and ICT4D projects' success. From this standpoint, we as author of this study have applied the SEM approach and built an empirical model that identifies and justifies the topmost factors that impact the best outcome of ICT initiatives and projects conducted for development. In this regard, we reviewed relevant literature to compile and synthesize important success factors in ICT4D projects. The results obtained revealed that there isn’t an agreement on ICT4D project factor success. Our work consisted of consolidating the ICT4D success factors and developing a quantitative approach using smart-PLS version 3.3.3 to test and verify the proposed conceptual model. Particularly, we undertook this study to highlights the correlation between “Leadership and Governance”, “Project Management”, “Quality Management” and “Foundations and Requirements” factors and how these correlated to the outcomes of the ICT4D project. The results indicate that the R Square value of the model attained 0.84 which reveals that the latent constructs previously mentioned justified 84% of the variance in project success. This study lays out the contours of the existing literature concluding the critical success factors and coming up with a framework for decision-makers, researchers, practitioners and organizations intending to initiate and implement an ICT4D project.

Project Management Canvas: Original Model where Traditional and Agile Project Management Intersect

Our research issue sought to assist practitioners to structure a hybrid approach that overcomes the binary presumption of agile and traditional project management. The basis for this inquiry was inspired by an observed gap concerning practical hybrid project management models, combining elements of apparently incompatible traditional and agile project management. We first conducted an extensive literature review of the two well-known approaches. Second, we complemented this review with sources on the Business Model Canvas that provided us with insights on how to combine the PM approaches in practice. We synthesized and expanded on the findings in our third and final step by proposing an innovative hybrid approach to project management we call the Project Management Canvas. Our model represents a contribution to the existing discourse, which immediately and iteratively aids practitioners to effectively craft the most appropriate project management methodology.

Developing a Diamond Framework Model Based on “Integration” of Project Success Measures for Construction Project Management in Yemen

The most prominent obstacle facing the construction industry in Yemen is mismanagement. Developing appropriate tools, approaches, and standards for managing construction projects will contribute effectively to the development and prosperity of the Yemeni construction industry. This study aims to provide the tools, approaches and standards for project management based on the opinions of the Yemeni advisory bodies. It presents an Integrated Cost, Quality, Time, and Scope (ICQTS) diamond framework model by developing the traditional triangle model in project management providing a practical contribution to researchers and companies working in the construction industry. The study uses a descriptive and analytical approach through a comprehensive literature review followed by a field study using a designed questionnaire distributed to the relevant Yemeni advisory bodies. The study concluded with the development of the traditional triangle model resulting in the introduction of the diamond framework model in the management of construction projects. Integration management was found to have a strong impact on project success presenting the framework model as an easy and flexible tool that unifies and integrates the processes and roles in the project and directing it towards achieving project stakeholder objectives. The literature largely neglects the impact of integration management in the various models and is mostly overlooked. Inclusion of integration management in the presented model will highlight measures of project success stressing the need to integrate and manage them together. Future studies may research the differences in the opinions of construction companies.

Analysis of BIM (Building Information Modelling) by Using 7D

Today's construction stakeholders don't care about the elegance of the building information model (BIM). They ensure that the building is completed on time and minimize overruns or errors. Traditionally, BIM has been used as a design tool in architecture, engineering, and construction. (AEC). Expertise in building and infrastructure planning and construction. But beyond BIM, there is more to consider. The construction process integrates the entire life cycle of the building to manage construction work, teamwork and overall productivity. Project management model and engineering model are on a collaborative platform. Data from different sources can be combined and used to make more informed decisions before and after construction. This integrated process helps all relevant personnel to fully understand the project so that they can coordinate before this data-driven process also provides relevant personnel with analysis and business intelligence. You can not only build trust, but also optimize the entire business process and procedures and operation.

Research on Construction Schedule Control and Management Based on Particle Swarm Optimization

Project management is to use scientific theories and methods, and coordinate to achieve the objectives of project establishment. It must be clearly seen that there are many problems in the management of construction enterprises in China, and the management level of construction projects is not uniform. The whole process of building construction is the process of putting in labor, building materials and technical methods to produce building products that meet the requirements. As an enterprise, it must consider its own economic benefits. Different projects can be divided into several stages with different contents and numbers according to specific conditions. The results of the operation of the project management activities are significant or not, and become the key to whether the construction enterprise construction project group can generate enterprise benefits. Based on the particle swarm optimization algorithm, this paper provides some references for such project management by discussing the relationship between construction schedule and economic benefit, construction schedule and quality management. We should conduct in-depth and systematic research on China's project management model and organizational environment, and try to better suit the project management operation mechanism of China's national conditions.

Methods of forming managers' ideas for updating the organization

The article discusses methods for increasing the value of an enterprise through innovation. Project management models and managers' participation in their formation are studied. Methods of active search for ideas, both in group and individual terms, are investigated. The method of generating ideas — group brainstorming, as well as an alternative method — «brainwriting», which includes several tools. Their strengths and weaknesses are revealed. The process of sorting ideas using the clustering method is described. The necessity of having these tools in organizations is justified.

IPD and BIM-focussed methodology in renovation of heritage buildings

Complexity in the sustainable renovation of heritage buildings requires adoption of more sophisticated technologies and project management models to deal with the contradiction between sustainable design and heritage values preservation, as well as enhancing process productivity and final performance. This research aims to assess the application of several Integrated Project Delivery (IPD) strategies and tools through Building Information Modelling (BIM), determining shared collaborative practices across the projects and the level to which the teams were able to implement the tools and processes effectively to enhance sustainability aspects and efficiency of renovating heritages. The research adopts a mixed methodology, Qualitative Comparative Analysis triangulating the collected data. An intensive review of related literature is carried out, besides data collection and analysis of four real-world heritage cases (in different contexts). The research study enables a comprehensive and systematic exploration of the potential use of IPD and BIM within the development of an analytical framework consisting of a set of defined variables including 50 criteria, classified into 15 categories, and grouped into five thematic strands (people, process, policy, technology, and product). The findings reveal that IPD and BIM simultaneous use allows integrating heritage values into holistic decision-making frameworks attaining high-performance outcomes in heritage renovations.

WEB-ORIENTED SYSTEM FOR MONITORING AND MANAGEMENT OF AGILE METHODOLOGY PROJECTS

The work is devoted to the development of a web-based support system for monitoring the implementation and management of small projects implemented according to the agile methodology (in particular, in the field of information technologies). Monitoring the implementation of projects is an important factor in their success, which in turn has a positive impact on the company's profits and the economy as a whole. Existing solutions in the field of project management were analyzed: the main models of project management were considered, as well as the main software tools for their implementation, their advantages and disadvantages. The task of developing a web-based system for monitoring and project management according to the Agile methodology was formed. The software tools for the system implementation were selected and the database structure was designed. The software of the server part was implemented using the architecture "model - view - controller", for which UML-diagrams of the relevant components of the system were developed. The developed server software uses a software interface with response to requests in JSON format, which allows you to further develop in addition to the web interface and mobile applications. The web interface implemented by the Angular framework implements basic functions for users and system administrators, such as entity management, authorization and registration, and includes an analytical tool for monitoring project performance, namely the burn-out chart. The developed software will be useful for small projects that use Agile methodologies, both partially and completely, and which do not require complex tools that require a long setup process. Implementing this system as a web-based application allows you to use it from both desktop computers and mobile devices.

The Construction and Research of Control System and Accounting Informatization by Visualization Mode

This article raises the issue of enterprise cost and project management control, analyzes the cost and expense project management and control model, and proposes the definition of daily business documents and cost types involved in the cost and expense project management and control model. In the cost and expense project management and control model, the following concepts are proposed: target cost, budgeted cost, actual cost, contract split cost, non-contract split cost, pending split cost, dynamic cost, design and cost expense project management Control related daily business processing documents, that is, contract documents, non-contract documents, cost documents to be incurred, and payment documents, and decompose to generate corresponding contract split costs, non-contract split costs, pending split costs, and corresponding The payment plan can be compared with the real-time monitoring of the target cost and budget cost through the dynamic cost (the sum of contract splitting cost, non-contract splitting cost, and pending splitting cost) and the real-time monitoring of the payment time, payment amount and payment plan Realize the management and control of cost items. At the same time, the paper puts forward the basic idea of the design of the cost and expense project management and control system, analyzes the flow of the cost and expense project management and control system, and demonstrates the operating effect of the cost and expense project management and control system.

STRATEGIC MANAGEMENT OF INNOVATIVE ENTERPRISE DEVELOPMENT PROJECTS: METHODOLOGICAL PROVISIONS

The paper is devoted to the issues of innovative projects strategic management for the enterprises development, which is due to the acceleration of changes affecting the implementation of enterprises economic activities. Conducted a study of theoretical, methodological and applied aspects of enterprise development strategic management to determine the possibilities of improvement and development in modern conditions of the economic activities implementation. The necessity, importance and expediency of the strategic management formation in the enterprise management system are indicated and substantiated. The most common, basic strategies for enterprise development are considered, including strategies for concentrated growth, integrated growth, diversified growth, and reduction. The stages of enterprise development strategic management are determined, among which one of the main is the stage of strategic analysis. The specifics of the enterprises economic activities have been clarified, including the spread of project management methodology, changes caused by Industry 4.0, the COVID-19 pandemic, climate transformations, and others. A conceptual diagram of the «Star» project management model has been formed, which indicates the areas of knowledge in project management, including integration management, risk management, communications management, stakeholder management and others. The model also assumes taking into account both traditional restrictions in the project implementation, namely, compliance with the requirements for quality, project cost and time of its implementation, and new ones, including ensuring profitability, environmental friendliness and social significance. The conceptual scheme provides for further improvement of the project management model by the possibility of expanding the range of components through the addition of new elements. The use of the conceptual scheme of the project management model as a basis for the methodological foundations development for the strategic management of innovative enterprise development projects is proposed. Changes in the strategic management concept of enterprise development are considered. The general project management concept as a basic for strategic management of enterprise development is defined.

Non-Fee Based Interlibrary Loans: A Game-Changer in Israel

A milestone occurred in Israeli Interlibrary loans when the Directors’ Forum of the University Heads’ Committee approved funding for a non-fee based ILL pilot in the eight universities, in an attempt to address the financial difficulties faced by humanities & social sciences students and researchers. The article reviews the literature on the ethics of fee charging, non-fee based ILL ventures, the financial burden on MA & PhD students, increased patron use and satisfaction, the costs and complications of fee charging and invoicing, and the global decline in ILL. It describes ILL services in 22 Israeli university libraries before and after implementation of a non-fee based pilot, and outlines the processes that led to the launching of the project. The purpose of the article is to present a model of project management, from its inception until its establishment as a permanent arrangement, and to show how the removal of fees was a game-changer, reviving Israeli ILL.

Applying the Lean Startup Method to Structure Project-Based, Student-Driven Curricular Enhancements

Problem Formal medical student engagement in curricular evaluation provides significant value through identification of opportunities for curricular change. Students provide diverse perspectives and have a unique vantage point, which allows them to see aspects of the curriculum that educators and administrators might not recognize. Current descriptions of student engagement are focused largely on collection, analysis, and presentation of summative feedback in the pre-clerkship curriculum. However, medical students could potentially contribute to curricular improvement in ways extending beyond post hoc curricular evaluation. Student teams focused on identification of specific needs and project-based implementation of solutions represent one means of doing so but require a structured, organizing method in order to succeed. Intervention We describe a novel, project-based, student-driven medical education initiative, the Special Projects Team, which is focused on identifying opportunities for forward-looking curricular enhancements beyond single courses or rotations. We adapted and implemented the lean startup method, a model for project management, in order to address the need for organization and accountability in the Special Projects Team. Members of the Special Projects Team were recruited from the first- and second-year medical school classes in the 2018–2020 academic years and provided with training on the lean startup method. Team members selected and pursued projects according to the principles of lean startup method, reporting their progress to the chair of the Special Projects Team and other team members at monthly meetings with pre-defined structure. Context The Special Projects Team is part of the local Student Curricular Board at the Chicago campus of the University of Illinois College of Medicine. The Student Curricular Board is responsible for conducting curricular evaluation and improvement, operating under the local medical student council with financial support from the Office of Curricular Affairs. Direct supervision of the Special Projects Team is provided by a student chair, the executive board of the Student Curricular Board, and the curricular dean. Impact The projects initiated as part of the Special Projects Team covered a broad range of themes, including curricular evaluation, technology, and student experiences. Lean startup method contributed to sustained project success and frequent reassessment across the two years of our experience, with aggregate project success or continuation rate of 68.4% (13/19 projects). We further demonstrate how lean startup method increased productivity while providing structure and accountability for a student-led medical education team. Lessons Learned Lean startup method can be used to structure student-driven, project-based curricular enhancements. This approach is broadly applicable to other medical schools with implementation requiring only a motivated student team, faculty advisor, and basic knowledge of the lean startup method.

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

Characteristics of project management in the construction industry of the Russian Federation in modern economic conditions

The construction industry is one of the key fund-forming industries, which determines the pace of economic development of countries, regions, and municipalities. The level of development of the construction industry determines the effectiveness of renewal of fixed assets and modernization of enterprises, solution of housing problems affecting each resident. The article analyzes factors limiting the activity of Russian construction companies in modern economic conditions. The role of project management in the construction industry is described. The basic principles of construction project management are analyzed. A comprehensive model of effective project management in the construction industry is offered. The main problems in the field of construction project management in modern economic conditions and the ways to overcome them are revealed.

ISO 21500 and success management: an integrated model for project management

PurposeProjects are one of the main ways used to develop organisations and turn their strategic initiatives into a reality. To support project management, several entities (e.g. associations, institutes, etc.) provide standards, guides and project management methodologies. However, despite its wide coverage of project management knowledge areas, standards currently have no specific processes focused on planning and evaluating success. The absence of these processes can limit the vision of managers and their teams on what most contributes to the success of a project. Aiming at contributing to fill this gap, this paper proposes the integration of success management processes in the ISO 21500 standard.Design/methodology/approachTo develop the integration model, a Design Science Research approach was adopted for the construction and evaluation of the resulting artefact.FindingsThe result is an integrated model and insights for its application in practice. The model aims to help managers and their teams to identify which success management activities need to carry out and how to integrate them with the other processes of the ISO 21500 standard.Research limitations/implicationsThe integrated model was applied in only one project. Another limitation is the difficulty in comparing the results obtained due to the small number of works focused on success management (namely related to planning, measuring, controlling and reporting success in practice) and its integration with project management standards, guides and methodologies.Originality/valueThe integrated model, based on success management and the ISO 21500 standard, is an important and original contribution to understand and achieve success in projects. This promotes a new vision of balanced management, directing the management effort to the areas that effectively contribute to success in each project.