Project-oriented Company Research Articles

Method of Maximizing F-Synergistic Value in IT Development Projects for Self-Managed Organizations

The article is devoted to the formulation of the method of maximizing the F-synergistic value of IT development projects of a project-oriented organization, which was developed within the syncretic methodology of project management. The application of the proposed method is considered in the field of IT development projects of organizations involved in infrastructure restoration projects of Ukraine. The directions of scientific research in the field of value-oriented project management are analyzed. The previously unsolved part of the scientific problem is highlighted. Objects of value analysis in a project-oriented organization carrying out IT development were identified, among which stellarator projects were highlighted. A model for determining the value of a separate component of the system is presented. The concept of F-synergistic value is defined. Such a value is proposed to be calculated through the aggregate value of three clusters that create synergistic effects both within themselves (first-order value) and among themselves (second-order value). The clusters included: "IT + people" cluster, "projects + operational activity" cluster, "methodology + environment" cluster. Models for determining the value of a separate cluster and the aggregate F-synergistic value are proposed. Variations in the selection of weighting factors for evaluating value criteria are considered. Within the syncretic methodology, a method of maximizing the F-synergistic value of IT development of a project-oriented company is proposed. The model of 27 scenarios of the dynamics of the change of the multipliers of synergy of three clusters is presented. In the corresponding tables for each scenario, a hypothesis is put forward regarding the reasons for such dynamics for each scenario, as well as a model of further IT development of a project-oriented company in response to such reasons. According to the results of the development of the method of maximizing the F-synergistic value of IT development projects of a project-oriented organization guided by syncretic methodology, directions for improving the activities of such organizations were determined. An extended SWOT analysis of the proposed method was conducted. Conclusions based on the research are formulated, prospects for further research in the chosen direction are outlined.

Formation of innovative infrastructure in the context of project-oriented management of the oil and gas industry

Innovative infrastructure of oil and gas enterprises involves the use of modern technologies, systems, and approaches aimed at improving efficiency, safety, environmental sustainability, and competitiveness in the production and operation of oil and gas. This study investigates the creation of a project-oriented supervisory company in the oil and gas industry in the context of innovative development, which is relevant and promising. The key challenges faced by consulting firms in the oil and gas industry and possible strategic directions for their resolution, which will require supervisory firms to be more flexible, innovative, and strategic in their approaches, considering the specifics of the industry and the needs of clients were identified. The study also develops a tree of problems for the creation of a project-oriented supervisory company in the oil and gas industry and determines that this direction is sufficiently relevant and necessary for the formation of innovative infrastructure of oil and gas enterprises. It gives an assessment of the economic efficiency of creating a project-oriented supervisory company based on the analysis of both basic methods – payback period and return on investment. The study’s calculations confirm the feasibility of creating a project-oriented supervisory company as an innovative infrastructure that will support the development of oil and gas structures for both the country as a whole and individual enterprises.

Development of the concept of building project management systems in the context of digital transformation of project-oriented companies

An analysis of the impact of new global trends, such as Industry 4.0, on project-oriented companies was performed. Based on the analysis, the research problem is formulated, which consists in the need to create project management systems in accordance with the concepts, ideas, principles and methods of digital transformation of project-oriented companies. Project management processes in the conditions of digital transformation of project-oriented companies are defined as the object of research. An approach to the creation of project management systems is proposed, which is based on the need to adapt the organizational, methodological and technological components of these systems to the specifics of a project-oriented company and the conditions of digital transformation. Based on this approach, the methodological, organizational and technological components of project management systems were improved. As part of the organizational component, a structural and functional model of project management is proposed, which takes into account the conditions of digital transformation of a project-oriented company. Within the framework of the methodological component, it is proposed to use management meta-methodology to create a project management methodology specific to the company's conditions and digital transformation processes. A digital interpretation of matrix information technologies for the technological component is proposed. An organizational and technological model of implementation of project management systems in the conditions of digital transformation of companies was developed. The conditions for the practical use of the concept are given: the systematic organization of the digital space and the availability of qualified specialists in the creation of project management systems. The implementation of the concept made it possible to reduce the project execution time by 5–20 %, as well as project cost due to more rhythmic work performance

PetroSahand International Group: investigating the reasons for strategy implementation failure – focusing on organization capitals such as alignment, leadership, and organizational culture

Learning outcomes After completing the case, students will be able to understand the reasons for the lack of successful strategy implementation in companies, especially engineering, procurement and construction (EPC) and general contractors in Iran’s oil, gas and petrochemical industry; understand the importance of alignment as an organization capital in successful strategy implementation and familiarize themselves with assessing the alignment readiness of companies; understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential theories of leadership in the world of management and familiarize themselves with assessing leadership readiness using this theory; and understand the importance of leadership as an organization capital in successful strategy implementation, comprehend one of the most essential models of organizational culture in the world of management and understand how to assess the readiness of organizational culture in companies. Case overview / synopsis This case discusses the reasons for strategy implementation failure at PetroSahand International Group, one of the most prominent EPC and general contractors in the oil, gas and petrochemical industry in Iran. This case also examines organization capitals such as alignment, leadership and organizational culture, the three most important factors for the successful implementation of strategies, at this company. PetroSahand is an international, project-oriented company that has been able to successfully complete more than 100 large domestic and international projects during its four decades of activity. However, the company is currently facing many difficulties such as overdue debts and projects. Complexity academic level The target audience of this case are graduates and undergraduates in the courses of Strategic Planning, Strategic Management, Strategy Implementation, Strategy in Action and Change Management. Additionally, this case study can be useful for senior managers of companies and can help in the successful implementation of strategies as well as improving their company’s alignment, leadership and organizational culture. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

Методика каскадирования целей в проектно-ориентированной компании

One of the most effective tools for managing a project-oriented company are the key performance indi-cators – quantitative indicators that allow to measure the degree of company's activities success through definition of strategic goals. In a project-oriented company, activities are implemented within projects execution. At the same time, each project has a set of parameters that characterize, on the one hand, the progress of the project (terms and cost of implementation, qualification of performers, frequency of changes in requirements), and, on the other hand – the final product (functionality, performance, usabil-ity and maintenance). It should be noted that a success of project implementation depends not least on the built in the company interaction processes, which make it possible to make decisions effectively to achieve the project goals. Visualization of the goals relations on the strategic map significantly facilitates the employees interacting at various levels and making management decisions in problem situations. Building a strategic map based on a balanced scorecard implies appointment of persons, responsible for achieving the target values of indicators, entering the correct values and monitoring the projects and its constituent processes implementation. This allows forming a project participants responsibility matrix, which, in turn, helps to determine a degree of performers workload when the processes execution, related to various knowledge areas. The authors' proposed method of cascading goals in a project-oriented com-pany will allow building a project management system taking into account various factors affecting the success of its implementation. Cascading is based on building a hierarchy of a project-oriented company performance indicators in accordance with the hierarchy of projects of various types and scales. Using this approach contributes to improving the quality of a project-oriented organization strategic manage-ment due to the fact that strategic goals and its corresponding indicators are consistently decomposed to the level of tactical and operational management, and then concretized and adapted in structural divi-sions. A novelty of the proposed cascading technique lies in development of the projects hierarchy in terms of its implementation priority, as well as in use of project management knowledge areas in the company's strategic map.

APPROACH AND STRUCTURE OF SPECIAL ORGANIZATIONAL, METHODOLOGICAL AND TECHNOLOGICAL COMPONENTS OF PROJECT AND PROGRAM PORTFOLIO MANAGEMENT SYSTEMS

The functional limitations of modern corporate project and program management systems are presented. It is shown that the main limitation of such systems is connected with the weak implementation of organizational and methodological components, especially in the processes of project and program portfolio management. The structure of project and program portfolio management system, focused on the management of project portfolios in project-oriented companies, is proposed. The necessity of creating project and program portfolio management system in the companies involved in the implementation of a significant number of complex projects is justified. It was shown that since such systems combine organizational and methodological components, they are highly dependent on the construction of the project-oriented company itself. On its organizational structure, company management processes, peculiarities of the production process and its management. The consequence of this is the uniqueness of project and program portfolio management system. Description of organizational, methodological, and technological components of such system is given. The distinctive features of these components in different companies are described. It is shown that the organization of 3P-management is based on the creation of a service engaged in the implementation of project management in the company. The methodological component of project and program portfolio management system should be based on project management meta-methodology. And information technology should be based on a matrix model of interaction between company management tools and projects. The ways of integration of organizational, methodological and technological components of project and program portfolio management systems based on the implementation of a system-forming project of creating a project and program portfolio management system are presented.

Methods of staff motivation in a project-oriented company

Methods of staff motivation in a project-oriented company

Development of the concept of construction of the project management information standard on the basis of the primadoc information management system

The necessity of digitalization of project management processes is shown, in particular, for the creation and use of the information standard of project management (ISPM). A model of using the information standard of project management to determine the planned parameters of projects has been developed. The principles and tasks of digitalization are formulated, the solution of which will allow to create such a standard. The analysis of existing theoretical and practical developments in this field is carried out. It is shown that the issue of creating an information standard of project management is still open. It is established that traditional software or databases are not suitable to meet the formulated requirements. This is due to the fact that they do not provide the necessary level of system and documentary support in the process of forming the information standard of project management. Therefore, it is proposed to use the information management system of enterprises and projects PrimaDoc to create such a standard. The concept of construction and use of the information standard of project management on the basis of the information management system PrimaDoc is offered. The structure of information technology for the formation of ISPM project-oriented company has been developed. The approach and tools for adjusting the environment of the PrimaDoc information management system to the technology of forming the ISPM of a project-oriented company are proposed. Experimental research has been conducted, which showed a 65 % reduction in labor costs in the formation of ISPM. Practical approbation of ISPM information technology formation of project-oriented company on the basis of PrimaDoc system is executed. PJSC Tutkovsky (Ukraine) created an information standard of project management, which included more than 10,000 documents. The results of experiments and practical testing indicate the effectiveness of the developed concept and information technology of formation and use of information standard of project management.

A Scaling Organization for a Development and Project-Oriented IT Consulting Company

The already high demand on IT consulting got a boost thanks to the numerous efforts of companies to digitize their business, especially facing the challenges of the COVID-19 pandemic. Despite a turnover of more than 7 billion Euros just in Germany in 2020, an increasing amount of companies seeking advice in IT consulting every year, the number of scientific publications addressing IT consulting from a business perspective remains sparse. To this end, this master thesis conducts a scientific case study on a development and project-oriented IT-consulting company in Germany. Aiming to develop a solution for the organizational challenges with the highest need for action. First, the existing literature is reviewed. This is followed by an analysis of individual interviews conducted with employees and the management of the sample company. To develop a response to those challenges, this thesis uses, besides literature research the results of an expert interview conducted at W.L. Gore, a company that has become famous for their inconvenient lattice organization. The result of this thesis is a recommended course of action for the management of the IT consulting company to develop a strategy to optimize their organization iteratively to a decentralized form of organization that scales with an increasing number of employees. This study of one selected sample company may be seen as an invitation to conduct more scientific business research addressing different IT consulting companies.

Creating the agile-model to manage the activities of project-oriented transport companies

This study considers an agile model for the organization of activities of a project-oriented transport company. Building a project-oriented company (project-oriented management) requires an appropriate theoretical base. The agile model of transport company operation has been developed, for which the cycles have been determined, the content of each cycle has been defined, and the flow of information has been simulated. The transformation of information in each cycle of the model has been characterized, taking into consideration the operational specificity of transport companies’ activities. A given model was compared to the main stages of a project’s lifecycle. Two indicators have been proposed such as the degree of project uniqueness and the degree of project complexity that reflect the corresponding project characteristics. The complexity of the project’s operational activities refers to the number of elements and their alternatives. Part of the project is an «operation» that forms a unit of the project’s network schedule. The uniqueness of the project of operational activities means the difference between the current project and other projects, already implemented or is being implemented by the company. The estimation formulae for these indicators have been derived. The proposed indicators for the given example have been calculated; the interpretation of the results has been proposed. The calculation results have demonstrated the adequacy of input-output data and the practical applicability of these indicators. These metrics are not limited to the context of an additional project specification. Their level is proposed to be used in the processes of estimating the time of individual project periods and the agile model’s cycles within the initial stage ‒ creating a product concept model and preparing for implementation. In addition, these indicators could be used effectively for employee remuneration.

Development and research of a model for optimizing the composition of a project-oriented forwarding company’ suppliers

The object of this research is the composition of the suppliers of a project-oriented transport and forwarding company. The work is aimed at determining the composition of the suppliers of a project-oriented transport and forwarding company, the purpose of which is to obtain a synergistic effect, which manifests itself in reducing the costs of performing individual operations of the transport process while meeting local requirements for each project. This study proposes an optimization model that allows to determine the composition of suppliers of a project-oriented organization in order to obtain the maximum systemic effect – a synergistic effect. The proposed approach is based on the creation of a virtual project management office, the work of which is based on the corresponding information system. The proposed model is a flexible tool that allows to quickly form the composition of suppliers of a project-oriented company. The model is developed for the service sector and, in particular, for the transport industry, where suppliers are not responsible for material objects, resources, but for services, the set of which forms the essence of the project. Thus, the product of the project and its parameters in such a situation are directly formed due to the specifics of suppliers and the parameters of their services. For the transport industry, this approach has not been used before and can serve as a theoretical basis for building a project-oriented management system in the transport sector. The synergistic effect taken as a basis in this model provides the greatest difference between the «declared» delivery costs and the «actual» ones, which are formed taking into account the amount of work for all projects. Since the freight forwarding company is the «holder» of the portfolio of all deliveries/projects, a certain part of the synergy effect can be used to reduce delivery costs for customers in order to increase competitiveness and attractiveness. Experimental studies have substantiated the reliability of the results of the developed model and confirmed its practical applicability. This model is quite universal and can be supplemented with restrictions that take into account the specifics of a project-oriented organization, its projects and requirements for suppliers.

МЕТОДИКА УПРАВЛЕНИЯ ИНТЕЛЛЕКТУАЛЬНЫМ КАПИТАЛОМ В ВЫСОКОТЕХНОЛОГИЧНЫХ ПРОЕКТНО-ОРИЕНТИРОВАННЫХ КОМПАНИЯХ

The purpose of the study was to develop a methodology for managing intellectual capital in high-tech project-oriented companies of the Russian Federation. To achieve this goal, the domestic and foreign experience of intellectual capital management in high-tech project-oriented companies was analyzed, a conceptual model of intellectual capital management in the analyzed companies was developed. Based on the performed research, conclusions were drawn about the high productivity of introducing a specialized intellectual capital management unit into the company's activities, as well as about the high efficiency of agle management approaches from the point of view of organizing and managing project work in the context of intellectual capital. what is recommended for implementation from the position of achieving the most important goal of a high-tech project-oriented company — strengthening its competitiveness, including at the international level. Based on the performed research of the experience of other companies in intellectual capital management, the author's conceptual model of intellectual capital management in a high-tech project-oriented company was built, which is based on taking into account external and internal factors that form intellectual capital in a high-tech project-oriented company. The developed method of intellectual capital management in a high-tech project-oriented company is a multiphase dynamic structure with a detailed algorithm for its implementation.

ORGANIZATION OF TRANSPORT COMPANY’S PROJECT-ORIENTED MANAGEMENT (ON THE EXAMPLE OF THE FREIGHT FORWARDING COMPANY)

The high level of competition in the transport sector and the non-decreasing trend of its further increase necessitate the constant search by transport companies’ ways to improve the efficiency of organizing business processes. As one of the options for ensuring effective management is the project methodology and project-oriented management. Transport enterprises are not an exception and some of them are also involved in reorienting business processes to the requirements of the project approach. But the actual implementation of project-oriented management in the transport sector is difficult due to the practical absence of any theoretical basis. Thus, today a need to eliminate this contradiction – the lack of a theory of project-oriented management of transport companies in the presence of real requests from the transport business arises. This study is aimed at developing a theoretical base for the creating a system model of a project-oriented transport company (on the example of the freight forwarding). The uniqueness of the delivery service – the product of the operating activities of forwarding companies is justified; the sources of its uniqueness based on decomposition according to the corresponding levels and aspects are identified. The project “delivery of goods” is presented as an integrated set of works, most of which correspond to the operational activities of the interrelated participants of the delivery process. The specifics of the product of this project are formulated, two groups of the specified product’s characteristics are defined – delivery parameters (final result) and characteristics of the delivery process (the process of the obtaining the result). The “portfolio" nature of the main activity of the forwarding company and the specifics of the management implementation at two levels – the level of a project (delivery) and the level of the portfolio (the company) were identified. The advantages of introducing project-oriented management for freight forwarding companies are determined. The project approach, on the one hand, allows to provide the best results for the implementation of core activities (by linking business processes not to operations, but to the final product of the project), on the other hand, – better coordination and planning of the resources at the company level as a whole, focusing on the specifics of each project as a whole.

A repeated-negotiation game approach to distributed (re)scheduling of multiple projects using decoupled learning

With peer-to-peer software technologies based on Blockchain and Smart Contracts, automated negotiation of client-server relationships for enterprise networking and project-oriented fractal organizations can now be readily implemented. To this aim, the distributed (emergent) schedule of client-server contracts must be a Nash equilibrium from which any agent finds no incentive to deviate. Also, to respond effectively to unplanned events and disturbances, the renegotiating process of all concerned client-server contracts must pursue a new Nash equilibrium solution in the face of incomplete information by each individual agent. In this work, distributed multi-project (re)scheduling is formulated as a repeated-negotiation game in a multi-agent setting where each agent resorts to decoupled learning rules for deciding the terms and conditions in each contract settlement. After a finite number of stages of the negotiation game, a new emergent schedule close to a Nash equilibrium is found. An agent-based simulation framework is proposed to implement the repeated negotiation game based on bilateral client-server contracts. The effectiveness of the proposed approach is demonstrated using a case study of a project-oriented fractal company in the pharmaceutical industry. Simulation results obtained highlight that repeated negotiations and decoupled learning are key for approaching a Nash equilibrium and welfare solutions to a (re)scheduling problem.

Assessing of project management process knowledge area: procurement based on project management maturity model pmmm) (case study of pqr company)

PBO (Project Based Organization) is one of the ways for organization in improving their business value and benefits. Organization is challenged to continually improve their project management performance through their capability management process. In other words, applying the measurement of management maturity is needed to gain the determinants of project performance. PQR company is a project-oriented public sector company in its work. Currently it is important for PQR company to know the achievements of its project management. Therefore, the research was conducted to identify the level of maturity of the current project management implementation in the procurement area. This research utilizes a framework by way of Project Management Maturity Model (PMMM). The measurement is conducted to knowledge area Project Procurement Management which the processes are Plan Procurement Management, Conducts Procurements, and Control Procurements. The primary data will be collected by interview the top managers of the company using Self-Assessment Survey. The results show for the overall process Procurement Management rated as level 3 maturity regarding to the standards and process management in organization. By using the PMMM framework enabling organization to enhass the performance of Project Procurement Management through the best practice given.

MODEL OF THE BALANCED INDICATORS SYSTEM OF THE PROJECT-ORIENTED SHIPPING COMPANY

The possibility of using a balanced scorecard (BSS) system for assessing the activity of a project-oriented shipping company was explored. The structure of the BSS, which consists of three subsystems, is proposed: the main type of activity, the project activity, the related activity. Each subsystem is formed by a set of indicators, which describe the data of the subsystem. «Main type of activity» and «Project type of activity» are considered in the following directions: the personnel section, the organizational section, the production section, the marketing section and the financial section. «Project activity» consists of the essence of the project, resources, risks, the efficiency, the quality.
 It was offered to consider the project-oriented shipping company as a system in the dynamics of its development.
 Proceeding from this, a model of cause-effect relationships between the subsystems of the balanced scorecard system was developed, considering the development objectives of the shipping company at each stage of its life cycle. Five stages are distinguished: birth, becoming, maturity, aging, rebirth or extinction.

Corporate University as a Driver of Project Culture and Competence Development

Where to get qualified project managers who understand the specifics of business is relevant question for any large project-oriented company. Especially this problem is becoming more acute in terms of dynamic changes in the business environment and intensifying the processes of labour migration between competing companies. We should not forget the continuous development of the discipline of project management, the emergence of new areas of knowledge, technique and new professional Standards. In this situation, the Corporate University is becoming an important tool for organising of a process of sustainable development of organization project culture taking into account the interests of various internal and external stakeholders. An innovative model of sustainable development of IBS project culture is based on three principles. First, for the trainees, who are coming into the company directly from a University bench, it is an organisation of fundamental training on project management. Secondly, to consultants, who showed themselves as a potentially project managers, it is the ability to change the trajectory of career growth. And finally, for professional project managers, coming from other companies it is their adaptation and further personal development based on the business specifics of IBS Company. Main components of the Programme are considered in the paper - from training of Master students on the position of a graduate employee (trainee), till coaching for the Project Directors; from the study of the Project Management methodology, till practical case studies, formed on the basis of real projects of the company.

Considering Human Resource Management when developing a project-oriented company: Case study of a telecommunication company

The paper reports on a longitudinal multi method case study of a company from the telecommunication industry. The company has developed into a project-oriented company during the last 12 years (1997–2009). In this paper the development is analyzed and structured into phases. The limits of planning and managing change processes in practice are reflected. The development of the case study company towards project-orientation was rather ad hoc than planned and structured. The findings indicate that in a project-oriented company Human Resource Management also needs to change from an administration function to become a proactive business partner supporting project-oriented management.

Enterprise modeling of a project-oriented fractal company for SMEs networking

To address competitive threats and concentrate in their core competences and strengths networking is the alternative of choice for survival and prosperity of most small and medium enterprises (SMEs) all over the world. For networking advantages to be fully grasped, an enterprise model describing the main organizational structure and relationships, information flows, management roles, actor behavior and constraints in the network is required. This work presents a conceptual model for SMEs networking based on the fractal company approach and concepts like projects, resources, goals, specialized actors, plans, and relationships thereof. The fractal company idea is a conceptual enterprise design that seeks to achieve a high degree of flexibility to react and adapt quickly to environmental changes using decentralized and autonomous organizational units known as fractals. In this work, each fractal management unit is modeled as a project. The fractal company is thus seen as a temporary set of client–server and delegation-to-do relationships among project- managers interacting so as to diversify product portfolio, gain economy of scale and share expensive costs. The proposed enterprise model can be used to specify the requirements of an integrated information and management system for virtual SMEs networking. The enterprise model is exemplified using a case study related to process development of a new pharmaceutical product in a SME network of the specialty chemical sector.

Human resource management in the project-oriented company: A review

Human resource management (HRM) can be viewed as core processes of the project-oriented company, affecting the way the organization acquires and uses human resources, and how employees experience the employment relationship. Knowledge about HRM is produced by researchers and theorists who, through publishing their work in books and journals, construct knowledge in particular ways and in so doing frame the way HRM debates take shape in the academic and practitioner literatures. In most of the extant literature HRM is framed primarily in terms of large, stable organisations, while other organisational types, such as, those relying on projects as the principle form of work design, are marginalised in discussions about what HRM is and how it should be practiced. The authors argue that due to specific characteristics of the project-oriented company, particularly the temporary nature of the work processes and dynamic nature of the work environment, there exist specific challenges for both organisations and employees for HRM in project-oriented companies, and that these have – been neither widely acknowledged nor adequately conceptualised in the extant mainstream HRM or project management literatures. The aim of this paper is to provide an overview of past research on HRM in the context of projects, published in the project management, general management, and HRM literatures. We develop a model of what we see as the critical HRM aspects of project-oriented organizing, based on prior research and use it to structure the review. Finally we summarize what we see as the major shortcomings of research in the field of HRM in the project-oriented company and outline a research agenda to address outstanding areas of research on this topic.