Project Management Standards Research Articles

THE SYSTEM OF PROCESSES AND PROJECTS OF THE AIRCRAFT AIRWORTHINESS MAINTENANCE

The concept of the aviation enterprise as a unified system of processes and projects of the aircraft airworthiness maintenance (AAM) is presented. The relevance of project management tools usage, including the transport branch, is noted; the examples of successful implementation of the development projects at domestic enterprises manufacturing aircraft engines are given. A scheme for the classification of the AAM projects and processes, reflecting their interrelationship, is proposed. The operational activity of the enterprise is a combination of its business processes. The company selects plans and implements the relevant projects for the business processes optimization. At the same time, the projects themselves are the objects of management based on standardized processes. The processes of project management and the main processes of the enterprise are also interrelated and can be objects included in the unified regulations of its units. Increasing the efficiency of operational processes and processes of the aviation enterprise management is the goal of development projects, which are divided into investment projects and organizational changes projects. Limitation of organizational and financial resources of the company requires the identification and systematization of all projects and processes, while the application of project management standards allows to analyze the opportunities and to determine the sequence of their implementation. The importance of accumulating experience of completed projects is shown; the results can become typical methods for planning, organizing the implementation and monitoring of AAM projects. Specific forms of the project management standards implementation for AN-124-100 constructive modification project in LLC Volga-Dnepr Airlines are demonstrated: the control events plan and the project team formation.

Modeling of customer­oriented construction project management using the gender logic systems

The specificity of the feminine and masculine contexts of managing the customer needs in the construction project is highlighted. It is substantiated that the customer-oriented context of the gender logic systems of construction project management allows improving existing management approaches on the platform of values, which is wider than the traditional “triangle of design constraints” (time, cost, quality). The existing gender cognitive gap of project management standards (PMBOK, PMBOK Construction) is described in terms of defining the place and role of customers. The gender-balanced model of the customer-oriented system of construction project management in the parameters of processes, methods and tools of project management is proposed. The developed corresponding matrix, which includes analytical tools for managing the customer needs, deepens the integration of participatory (feminine) management in the “body of knowledge” of the РМВОК. The dynamics of application of customer-oriented project activities at different phases of a construction project life cycle is taken into account. The customer-oriented components of the characteristics of the corresponding processes were formulated by extrapolating the feminine logic system into the matrix of customer-sensitive construction project management processes. The correlation between the feminine customer management system and the formation of a qualitative context of architectural and planning decisions of construction projects is demonstrated. The results of customer-oriented modeling are discussed on an example of Construction Project Management Office (СPМО). Four phases of client-orientation are revealed: “І – customer interest (to hear his voice)”; “ІІ – implementation of “individual customer requirements” in architectural and spatial, design and technical solutions”; “ІІІ – customer-oriented execution of construction and installation work”; “IV – loyal customer of the company-developer”. The proposed evaluation tool will allow the top management of the companies-developers, СРМО С to carry out a self-assessment of progress in the development of client-oriented construction project management and to choose the actions necessary to move from “initiation” to ”completion” of the project.

Who’s who in the project zoo? The ten core project roles

PurposeThe purpose of this paper is to resolve a core issue in project management research and practice – inconsistent terminology of key project roles. This inconsistency has negative consequences on the quality and impact of research in this area.Design/methodology/approachThe authors conducted an analysis of the literature and project management standards to identify both agreed-upon and inconsistent project role terms. Based on role and agency theories, the authors propose a consistent terminology.FindingsThe authors found consensus regarding four terms: project manager, project team, project management office, and program manager. However, the authors also found conflicting definitions and misuse concerning other terms, as well as use of the same title for different roles (e.g. customer, sponsor, champion). The authors define the ten core project roles and the two project entities with which they are associated.Originality/valueThe proposed role definitions and clear distinction between the two project entities offer clarity, reliance on existing consensus, avoidance of conflicts of interest, and clear separation of principal and agent roles. The implementation of these definitions will improve communications and enhance quality within and between both the research and the practice communities.

Structural Analisys of CMMI with the Software Development Process, Project Portfolio Management and PMBOK

Abstract. CMMI is one of the most used models in the software industry to certify the quality of its processes and products, reduces or eliminates rework, increases product and process reuse, reduces costs due to multiple evaluations and process improvement programs. On the other hand, companies that develop software apply traditional models or agile models, which manage the software development process. They also apply development standards such as ISO/IEC 12207 as well as project portfolio management standards and project management standards. The purpose of this paper is to relate the traditional and agile software development processes, project portfolio management and PMBOK with the CMMI standard. The results of this work allow us to determine the aspects that are missing from these standards and the best practices to reach a high level of CMMI maturity. It is concluded that for a company it is important to apply both agile processes and traditional processes, as well as all the standards that contribute improving the management of its projects. None of these practices and norms are opposed to the CMMI process areas, but rather are complemented to achieve a high level of quality in the final product and in achieving the objectives of the company.

Project management standards: strategic success factor for projects

Several project management standards (PM standards) support project management (PM) to achieve project objectives. The selection of an appropriate PM standard is a strategic decision that should be made very carefully because of its great impact on project success. The aim of this study is to analyse and compare different PM standards and to recommend how the most appropriate PM standard for specific projects can be identified. This study provides a description and a comparison of the most widely-accepted PM standards. Advantages and shortcomings of these PM standards are described and Multiple Criteria Decision Making (MCDM) method is presented to identify the most appropriate PM standard. Furthermore, MCDM method is used for the case study 'dismantling of nuclear power plants' to illustrate the applicability and usefulness of the proposed approach.

Project management standards: strategic success factor for projects

Several project management standards (PM standards) support project management (PM) to achieve project objectives. The selection of an appropriate PM standard is a strategic decision that should be made very carefully because of its great impact on project success. The aim of this study is to analyse and compare different PM standards and to recommend how the most appropriate PM standard for specific projects can be identified. This study provides a description and a comparison of the most widely-accepted PM standards. Advantages and shortcomings of these PM standards are described and Multiple Criteria Decision Making (MCDM) method is presented to identify the most appropriate PM standard. Furthermore, MCDM method is used for the case study 'dismantling of nuclear power plants' to illustrate the applicability and usefulness of the proposed approach.

PROJECT SCOPE MANAGEMENT PROCESS

The purpose of the article is to define the essence of project scope management process, its components, as well as to develop an algorithm of project scope management in terms of pharmaceutical production. Methodology. To carry out the study, available information sources on standards of project management in whole and elements of project scope management in particular are analysed. Methods of system and structural analysis, logical generalization are used to study the totality of subprocesses of project scope management, input and output documents, and to provide each of them. Methods of network planning are used to construct a precedence diagram of project scope management process. Results of the research showed that components of the project scope management are managing the scope of the project product and managing the content of project work. It is the second component is investigated in the presented work as a subject of research. Accordingly, it is defined that project scope management process is to substantiate and bring to the realization the necessary amount of work that ensures the successful implementation of the project (achievement of its goal and objectives of individual project participants). It is also determined that the process of managing the project scope takes into account the planning, definition of the project scope, creation of the structure of project work, confirmation of the scope and management of the project scope. Participants of these subprocesses are: customer, investor, and other project participants – external organizations (contractors of the project); project review committee; project manager and project team. It is revealed that the key element of planning the project scope is the formation of the structure of design work, the justification of the number of works, and the sequence of their implementation. It is recommended to use the following sequence of stages for creating the structure of project work: analysis of results of planning the project scope; study of templates of project works’ structures, recommendations for the formation of levels of structure; decomposition of the totality of project work; creating a dictionary of the project work structure; updating the description of the project scope and the project scope management plan. Practical importance. In order to improve the management of the scope of projects in the pharmacy, the components of subprocesses, participants, input and output documents are investigated and the algorithm for managing the project scope is built. It is determined that the starting elements of project scope management are the justification of the initial data, i.e. the project purpose, impacts of the environment and the internal potential of the enterprise in relation to the project implementation (assets of the organizational process). It is recommended to create a structure of project work starting from the analytical research existing at the enterprise or recommended by standards and guidelines on project management approaches to building a hierarchical structure of works, templates of project work structures. It is noted that the created structure of project work should be audited by participants of the project office. According to the results of planning the sequence and duration of operations for managing the scope of works, a precedence diagram of the investigated process is constructed. Value/originality. The developed recommendations regarding the consistency and structure of subprocesses and operations of the project scope management will allow the enterprise to significantly save time for planning the scope of subsequent projects, using the database created in previous periods, statistics on the implementation of the described operations.

Projects’ issue management

Almost no project can be delivered smoothly without facing some obstacles and issues during its lifecycle from concept till closure. This inevitable topic of “project issue management” did not attain the appropriate attention either in the literature or in the project management standards or implementation practices. This paper explores the current awareness status and level of implementation of the topic within the project management environment. The conducted survey revealed that this topic is immature and needs to be fostered through awareness, training, institutionalizing, automation and finally standardization. Within this context, a process flow is suggested to be a standard operating procedure to deal with issues during projects implementation. This flow is then verified and validated. To reinforce the topic, an index was newly developed and validated to show the status of issues within projects with the aim of inclusion of this index within the overall project health indicator. Finally, new knowledge area was suggested in a similar way of the American international standard of project management (PMBOK) as an initial trial for the PMBOK update process every four years. The local and international impact of having such a topic “project issue management” within projects was discussed showing some areas for implementation.

Project Management in Non‑Scientific Activities in Selected Higher Education Institutions in Poland

The article presents the problem of managing projects by administration departments at higher education institutions in Poland. Changes in the higher education sector raised the need to increase efficiency in administrative work. One solution may be to implement project management standards. The main objective of the study was to check whether administration departments at higher education institutions in Poland use project management in their work. The author’s questionnaire was used as a research tool to conduct the study. The questionnaire was addressed to the Chancellors. 13 universities from 10 cities in Poland participated in the study. Eight of the universities declared to have regulations on project management activities in organizational documentation, while ten out of thirteen universities have project offices.

ICT Change Agents: Global Actors in Financial Services Technology Projects

The global demand for web-based applications regarding financial products and services drives the financial sector to innovate through Information and Communication Technology (ICT) projects. The ICT projects are launched for the diffusion (spread) and implementation of new software or hardware by using web-based platforms in order to offer innovative financial products and services across the branch bank system. These projects are initiated, diffused, managed and implemented by global actors, so-called ICT change agents. Despite the increased recruitment of ICT change agents, there is relatively little research available regarding ICT change agents in financial services projects. Specifically, little consideration is given to the interaction process between formal and informal ICT change agents' roles. Based on a case study methodology in Australia and Germany, this research indicates that deadline-oriented projects drive ICT change agents to play various formal and informal roles. Their formal roles are performed in accordance with organisational settings and project management standards, whereas their informal operations are due to the rapid-changing and global nature of ICT technologies. The findings are summed up in a new framework which indicates that both types of roles impact on the outcomes of financial services technology projects.

Using the Communication Methods, Tools and Support During Management of Project Communication in Industrial Manufacturing Enterprises

Abstract Effective communication is the most significant ability for project manager and successful project. However, during the management of projects communication, it is very often forgotten, often overlooked or taken for granted. In the management of projects, it is principally necessary to deal with communication during all project lifecycle. Within the project communication, it is very important to define the main methods, tools, support of communication and frequency of communication; these belong to the most important elements of the communication channel which is very often forgotten. Therefore, the main aim of the paper is to analyse the utilisation of the communication channel: communication methods, communication tools, communication frequency and to support project communication in industrial manufacturing enterprises in Slovakia. Based on the research, we can conclude that communication channel is not adequately elaborated in international methodologies and standards of project management as well as in industrial manufacturing enterprises. These facts are very negative, conclusion and it is therefore necessary to deal with the problem.

Architectural Solution as a tool for planning and approval of changes in projects for information systems implementation and customization

Igor V. Ilyin - Professor, Director of Graduate School of Business Technologies, Peter the Great St. Petersburg Polytechnic UniversityAddress: 29, Polytechnicheskaya Street, St. Petersburg, 195251, Russian FederationE-mail: ivi2475@gmail.comAnastasiia A. Grigoreva - Doctoral Student, Graduate School of Business Technologies, Peter the Great St. Petersburg Polytechnic UniversityAddress: 29, Polytechnicheskaya Street, St. Petersburg, 195251, Russian FederationE-mail: grigoreva_spb@list.ruIgor M. Zapivakhin - Consultant on Integration, SOLMIKS Consulting LLC; Master Student, Graduate School of Business Technologies, Peter the Great St. Petersburg Polytechnic UniversityAddress: 29, Polytechnicheskaya Street, St. Petersburg, 195251, Russian FederationE-mail: igorzapivakhin@gmail.com The agile project management approach has been considered to be one of the most popular approaches for developing IT solutions. Use of this approach allows us to change the requirements at any stage of the IT project, and one of the twelve principles of Agile Manifesto, - “Simplicity”, - promotes the use of a minimum amount of project documentation. One of the disadvantages limiting the implementation in such resource-intensive projects as Information Systems Projects (ISP) is the risk of exceeding budgets and time limits. Therefore it is highly important to develop such a tool that will contribute in discussion and approval process with the customer before changes are started so as to minimize the possibilities of changes at further stages of the project. This article investigates the possibility of applying holistic methods of the Enterprise Architecture (EA) in order to support solutions design during an Information System Project, in particular, in the form of documentation at the stage before implementation planning. The main aim of our research is to develop a tool that will help the customer to understand the planned changes and will contribute in that their influence on the already existing EA is taken into account. This article first reviews standards of IT project management in the context of recommendations for “conceptual project” outcomes. Next, the results of interviews conducted with IT consultants are presented. The proposed Architectural Solution (AS) is a document that completes the stage of design and coordinating IT changes. It is based on the application of methods and models from the field of EA. We believe this solution may be a sufficient document for coordinating projects that are conducted under agile philosophy.

1202 組織におけるPM標準規格利用のポイント : 組織活動の最適化のためのPM標準規格の生かし方(一般セッション)

1202 組織におけるPM標準規格利用のポイント : 組織活動の最適化のためのPM標準規格の生かし方(一般セッション)

Risk management standards for project management

Risk management standards for project management

Going back to the roots of W.A. Shewhart (and further) and introduction of a new CPD cycle

PurposeInvestigating the beginning of project management (app. 30 BC) with a focus on business models similar to the “PDCA” cycle, the purpose of this paper is to find an approach which could be used as a new standard procedure for the eradication of projects in Lean project management.Design/methodology/approachBased on literature research of models similar to Walter A. Shehwart’s three-step and Edward W. Deming’s four-step (PDC(A)) wheel, the investigated models are interconnected to form a new concept which represents an innovative cycle logic proposed to be applied in Lean project management. This new cycle logic is rolled out on three different levels, which are transferred from the Lean management hoshin kanri model to Lean project management. In addition to literature research, semi-structured interviews were performed to get an indication as to the integration of Lean management (with a focus on PDCA) in project management today.FindingsIt was found that the “Check Plan Do” cycle is a Lean variant of the “Plan Do Check Act” model that is already used in consulting projects in practice, partially appears in project management standards, in governance models of ambulance, fire services, human aid and military forces and in quality management models of Six Sigma, design for Six Sigma and an excellence model of the European Foundation for Quality Management. To ensure continuous improvement it was found that the new CPD cycle can be used on different “planning” levels in analogy to the hoshin kanri logic.Originality/valueTo the best of the author’s knowledge, a discussion as to how the PDCA cycle can be adapted to Lean project management, considering the implication of business models similar to the PDCA wheel, has not yet been conducted within the field of project management.

The reality of adherence to best practices for information system initiatives

PurposeStandards are written by practitioners for practitioners. It is therefore logical that project managers should comply with project management standards. Benefits management is a domain within programme management. The focus of benefits management is to deliver benefits of initiatives beyond the closure of a normal programme or project. This is not the case with projects within the information systems (IS) discipline, implying that IS programme and project managers are not adhering to standards. The purpose of this paper is to determine whether the best practices associated with benefits management are applied to IS initiatives in order to maximise the benefits of these initiatives.Design/methodology/approachSenior and middle managers in South African organisations were interviewed to determine how benefits are managed within their various projects. The purpose of the interviews was to determine adherence to standards and especially benefits management and, second, to determine whether these organisations are achieving any benefits and ultimately value.FindingsThere is an overwhelming non-adherence to benefits management best practices within the IS discipline, and IS programme and project managers do not have the slightest idea how to perform benefits management. Irrespective of this, organisations do believe that they are receiving benefits and value from these IS projects.Research limitations/implicationsThe research was only done in South Africa with the specific focus of IS. The results are thus very specific and opens the door for more comprehensive research that focusses on various industries, countries and standards.Practical implicationsThe results have several implications ranging from how standards are written to the professionalism of IS programmes and project managers. Organisations are not achieving the optimal benefits from investments. The fact that organisations do realise benefits from a broken process, implies that more benefits can be realised when the entire benefits realisation process is followed. Governance controls should also be put in place to ensure that programme and project managers are adhering to standards.Originality/valueStandards are dominating the project management discipline and there is a general assumption that programme and project managers are adhering these standards. This research queries the value of standards as the results indicate that there is limited adherence to standards and best practices.

A SURVEY OF PROJECT MANAGEMENT MATURITY FOR CONSTRUCTION CONTRACTORS IN EGYPT: THE CURRENT STATUS

Project Management is considered now one of the most dynamic and growing professions worldwide. Effective project management not only reduces unnecessary costs of doing business, but also has become as a crucial factor to gain a competitive advantage and determines the success and survive of organizations. In the last decade, there is a global international interest and attention for organizations to evaluate and improve the effectiveness of its project management practices. Given such background, this clarifies the dramatic increase in the attention, research and practices of the project management maturity and the maturity models. Maturity Models has taken on greater significance not only in assessing organization’s current project management capabilities and efficiency, but also as a path for achieving excellence in project management and further performance improvement. The capability maturity model, the first maturity model developed, has achieved a wide success and Organizations implementing this approach experience and report significant benefits and return on investment. Various models have since been developed and proposed, and they are most commonly implemented in developed countries such as USA, UK, Canada, Europe, etc. The excessive variety of maturity models has made the choice between them difficult and need careful attention and consideration in both the model choice and implementation in the business. In Egypt, there is a lack of documentation available on the current status, awareness and utilization of maturity models in the contracting organizations working in the construction sector and this study aims to fill this gap. To achieve this, it was necessary to consult project management experts and professionals to get an understanding of how these organizations view maturity models and project management standards and to establish the most common business practices and so propose the basis of a maturity model for Egyptian construction contractors that best fits the current status. Based on the analysis of the survey conducted, it was concluded that project management tools and methodologies have not yet been utilized effectively in the Egyptian construction contracting organizations and that there is much room for improvement regarding project management practices in these organizations in order for Egypt to develop the contracting construction sector as a pillar for the Egyptian economy.

Managing Pharmaceuticals and Life Sciences Projects on a Global Scale: A Project Management Perspective

Managing any project is a challenge and it becomes increasingly difficult when project turned from local to Global. There are several factors like time difference, diversity in culture, language and financials are directly affecting project outcome and many-times can jeopardize the project success. It was observed that, face to face communication is highly restricted in global projects as team members are sitting in different places and due to this there are chances of misunderstanding which is biggest challenge due to diverse background. A comprehensive literature review on the changing roles of management in managing global Pharmaceutical and Life sciences projects are the theoretical foundation of this paper. The paper concludes that each Pharmaceutical & Life Sciences project is unique and challenges, complexities, risks associated with each project are different and at times unprecedented. It was found that, people can have different source of motivation, ethics and values as they are coming from the different countries. It is essential to establish and use standard project management tools and comprehensive approach to manage global Pharmaceuticals and Life sciences projects efficiently.

Project Manager Profile Characterization in Energy Sector

This article describes and analyzes the fundamental characteristics of the project-manager profile in energy sector. This article includes a literature review, qualitative analysis based on expert's interviews, quantitative analysis based on surveys of project managers and finally, analysis and benchmarking of internationally recognized modern project management standards. This exercise contributes to the culture of project development and project management, specifically the recognition of the project manager's role and contribution to the successful project delivery. The identified profile shows satisfactory levels of education, training and experience, with some weaknesses in managing project complexities (environmental, risks, methodologies, communication and social responsibility).

Projects & Programs are two Different Animals, don’t Underestimate the Gap

Surveys show that a major reason of project failure is the lack of benefits management. Even when projects are delivered in time and budget, they fail to create the expected benefits. Benefits management is not a knowledge area covered by project management, but it is the key domain for program management. Five differences between project and program management are explored and these explanations can be used to promote the idea of separating program and project management within an organization. Very often organizations do not understand the differences and so put burdens on a project and a project manager, which are not achievable. While some local heroes still manage to wear both hats, and deliver successfully, this is not a sustainable model for large organizations and for all organization to achieve higher levels of project management maturity. The five differences are:1.project management standards do not embrace the concept of benefits2.education and training for project manager does not include program management skills3.capabilities of successful project managers differ from those of successful program managers4.a project does not ensure benefits, it creates deliverables, which might or might not result in benefits5.project managers are inward oriented, while program managers are more dealing with the outsideAn example is given, how the author morphed from being a project to a program manager. Not every project manager has the personal disposal for this transformation. In fact, most program managers have not pursued a project management career before.