Project-oriented Enterprise Research Articles

Information – analytical support and formalized administration of business processes in the operating systems of construction developer enterprises

The article highlights the evolution of scientific views regarding the methodological foundations of the formation of economic and management tools by the administration of a project-oriented enterprise in the new era of the fourth industrial revolution and analyzes the paradigms of the implementation of enterprise management processes on the basis of information systems, identifies the development trends of the implementation of enterprise management processes in the structure and means of intellectual information systems It has been proven that the dynamism and high degree of uncertainty of the external environment have a negative effect on the efficiency of domestic construction enterprises, forcing modern organizations to transform into more and more complex systems. The basis of their adaptive diffusion into a competitive environment is the competition not only of goods or services, but also of innovative management technologies. The leading and systematic way out of crisis and destructive situations for construction enterprises, as well as for other industrial enterprises, is an innovative activity strategy, a radical or partial transformation (modernization) of the enterprise's operating system and the system and structure of the administration of its activities based on the latest information technologies. architectural environment including integrated project delivery (IPD, Integrated Project Delivery), virtual design and construction (VDC, Virtual Design Construction) and integrated digital delivery (IDD Integrated Digital Delivery), building information modeling (BIM, Building Information Modeling) are used in the construction and implementation of models of management processes in information systems, the use of which simplifies the complexity of modernizing the information system to solve the tasks of enterprise management processes. The main models of the organization of activities in the digital economy and the possibilities of improving the efficiency of the management processes of the construction enterprise using information systems as a digital way of presenting directive and economic-functional characteristics of the construction object are defined and systematized.

Assessment of structural configuration of corporate relationships in the context of organizational development for project-oriented enterprises

The approach to the assessment of the structural configuration is substantiated and the peculiarities of the construction of the system of corporate relations in the context of the dynamics of the organizational development of the enterprise are revealed. The peculiarities of reflexive perception and adaptive response to continuous transformations of the economic environment are considered. It is proved that the dynamics of organizational development of project-oriented enterprises should be directly reflected in the distribution of corporate control, as well as in determining the nature of the unification of technological processes and the rapid diffusion of innovative knowledge, which is one from important conditions for achieving success in competition and ensuring the stability of market positions due to the constant implementation of organizational development processes: structural; normative; procedural; effective; informative; integrative Changing the parameters of the organization of economic activity or relations with counterparties at minimal costs can cause a significant increase in the level of disclosure of the company's potential. In view of this, the hypothesis of the work was the correlation of the components of the concept of ensuring the sustainability of functioning and the theory of organizational development. Since the difficulty of implementing this hypothesis is related to the objective impossibility of enterprise development without loss of economic stability, a theoretical justification of directions for solving this problem is presented. The development of theoretical and methodological support for the management of sustainable organizational development of a project-oriented enterprise is chosen. The scheme of the subject area of the study is defined, within which the main spheres of implementation of organizational development processes are revealed. A functional model of the life cycle of the enterprise was developed and the features of the transformation of life cycle practices during organizational changes were determined. On the basis of consideration of the main directions and spheres of organizational development, benchmarks for their improvement have been determined within the framework of the formed models of the subject area and the life cycle of the enterprise.

ДОСЛІДЖЕННЯ ВПЛИВУ СИСТЕМИ УПРАВЛІННЯ ЗНАННЯМИ ПРОЄКТНОЇ ДІЯЛЬНОСТІ ПІДПРИЄМСТВА НА УСПІШНУ РЕАЛІЗАЦІЮ ПРОЄКТІВ ІЗ ВИКОРИСТАННЯМ НЕЧІТКОЇ ЛОГІКИ

In the article, an economic-mathematical model is developed, which allows to evaluate the impact of the knowledge management system of the enterprise's project activities on the successful implementation of projects (PS). The following component systems of knowledge management of project activities of the enterprise are offered: project knowledge management (PKM), knowledge management between projects (KMaP) and knowledge management of project management (KMaP). PKM includes indicators: People, Technologies, Processes (formation and preservation of knowledge; generation and preservation of knowledge; exchange and use of knowledge). KMaP includes indicators: organizational aspect (availability of project management office; type of organizational structure; interaction environment of participants of different groups (project teams)); technical aspect (availability of a single information and communication platform); social aspect (the presence of an atmosphere of interaction and motivation of team members to share knowledge). KMaP is represented by a comprehensive assessment of the level of formation of areas of project management knowledge. The model is built using fuzzy logic, namely Mamdani fuzzy logic, because the input information is qualitative in nature. The implementation of the proposed model includes the following stages: determination of the indicators of the knowledge management system of project activity for the study of its influence on the success of the project and the formation of a logical conclusion tree; description of linguistic variables; definition of functions belonging to linguistic terms; formation of the knowledge base of the fuzzy inference system; construction of a mathematical model; construction of a fuzzy model for assessing the impact of the knowledge management system of project activities on the success of projects using the Fuzzy Logic Toolbox and analysis of the obtained results. The research was carried out for the project-oriented enterprise of the utility sector of Ukraine, Khmelnitskteplokomuninergo. It was established that with the available input values ​​of the indicators in 2020, the probability of successful project implementation is 61.60%. The relationship (degree dependence) between the probability of successful project implementation and the efficiency indicator - electricity consumption by the enterprise for the period 2016-2020 was revealed. In order to reduce the consumption of electricity at the enterprise to the level of 9,200 thousand kWh, it is necessary to increase the probability of successful implementation of the project to the level of 75.06%. To achieve this indicator level, it is necessary to increase the People indicator to the level of 10 points; level of exchange and use of knowledge - up to the level of 5 points; KMaPM - up to the level of 8 points; to create a structural division "Project Management Office", which, as a result, will lead to a PS indicator level of 75.10%.

KNOWLEDGE MANAGEMENT AT PROJECT-ORIENTED ENTERPRISES

The analysis of the peculiarities of knowledge management of operational and project activities at the project-oriented enterprise is carried out in the work. The conceptual model of knowledge management of the project-oriented enterprise for achievement of optimum economic indicators of the enterprise activity is developed. For operational activities, the constituent elements of knowledge management are people (employees), technology and processes. For project activities, these are project knowledge management, knowledge management between projects and knowledge management about project management. Project knowledge management involves people (project team), technology and processes. Knowledge management between projects includes technologies that allow the dissemination of knowledge between the projects of the enterprise that are being implemented. Project management knowledge includes integration, content, timing, cost, quality, resources, communications, risk, procurement, and project stakeholder management. Operational knowledge management is carried out at the following levels: individual (employee level), group (department level), organizational (enterprise level) and inter-organizational. Knowledge management of project activities is carried out at the following levels: individual (project team member level), group (project team level), organizational (implemented project), global. Stages (phases) of knowledge management are formation → accumulation, acquisition → generation → exchange → storage and documentation → use → knowledge management result. As a result of knowledge management of operational and project activities, taking into account the constituent elements, levels, stages (phases), we can form a generalized indicator. For operational activities, this is the level of maturity of knowledge management enterprises, for project activities, this is the level of maturity of the project management enterprise (in the context of knowledge management of project activities). Keywords: knowledge management, project-oriented enterprise, conceptual model.

The essence of the project-oriented enterprise in the context of Industry 4.0

The essence of the project-oriented enterprise in the context of Industry 4.0

ANALYSIS OF PROJECT ACTIVITY OF MUNICIPAL SECTOR ENTERPRISES OF KHMELNYTSKY

The article analyzes the project activities of utility companies in Khmelnitsky in the following areas: Strategic plan for the development of utilities for 2018 – 2021 and its implementation, Investment program of utilities for 2018 – 2021 and its implementation, planned involvement of enterprises in activities / projects in 2021 – 2025 according to the Strategy of development of the city of Khmelnitsky for 2021-2025 and the Strategic plan of development of the Khmelnitsky city territorial community for 2021-2025. Problems in the implementation of project activities were identified and the reasons for non-implementation of the Strategic Development Plans of utility companies were identified. One of the most important is the need to attract and train staff, which should be consistent with the overall strategy of enterprise development. Improving the efficiency of utilities requires significant changes in business process management. In order to manage the effectiveness of business processes it is necessary to develop staff competence, staff incentives, the formation of an effective team. It is also necessary to manage communications, information and maintain customer orientation of enterprises. These problematic aspects can be solved by implementing a knowledge management system of a project-oriented enterprise. This system should contain a set of economic and mathematical models of knowledge management of operational and design activities of the enterprise. As a result of successful project implementation, the level of knowledge of project team members increases and the level of organizational knowledge of the enterprise increases, which leads to increased competitive advantages of enterprises and strengthens its position in the market of works and services. Keywords: project, project activity, utility company, knowledge management.

СУТНІСТЬ ПРОЄКТНО-ОРІЄНТОВАНОГО ПІДПРИЄМСТВА В УМОВАХ INDUSTRY 4.0

Industry 4.0 radically changes the approaches to the functioning of modern enterprises, business processes, components of competitive advantages of enterprises. There is an urgent need for continuous generation and use of knowledge and application of information technology in the innovative activities of the enterprise, which is implemented in the form of projects. Therefore, it is advisable to study the essential content of the category "project-oriented enterprise" and its transformation into "project-oriented enterprise 4.0" in Industry 4.0. Today, more and more Ukrainian enterprises are engaged in projects that allow them to implement innovative developments. Project activities occupy an important place along with their operational activities. Enterprises are aware of the need to implement project management and are in the process of their transformation into project-oriented enterprises. However, there is no single approach to defining the concept of "project-oriented enterprise", especially taking into account the peculiarities of their operation in Ukraine. The article is devoted to the study of the essential content of the category "project-oriented enterprise" and its transformation into the category "project-oriented enterprise 4.0" in Industry 4.0. The main features of the operation of project-oriented enterprises and the impact on them Industry 4.0 are identified. One of the main features of a project-oriented enterprise is the more intensive use of knowledge as a source of competitive advantage. It is determined that the approaches to the essence of the project-oriented enterprise have undergone significant changes with the advent of the concept of Industry 4.0. It is established that "project-oriented enterprise 4.0" is an enterprise which, in addition to its operational activities, is actively engaged in project activities, which undergoes various stages of transformation into project-oriented, its organizational structure has matrix elements and one of the main features is knowledge management system, which includes technological and social aspects, the purpose of which is the formation of "artificial" intellectual capital as a source of competitive advantage.

Content optimization of the development of multi­project of a shipping company

An economic-mathematical model of content optimization of the development multi-project of the project-oriented enterprise in a general form is proposed. The developed economic-mathematical model of multi-project content optimization allows creating a development multi-project taking into account the specifics of the activity, resources and capabilities of the company. It is shown that the current situation requires new methods in managing problem areas of the economy. The issue of attracting and distributing resources is particularly relevant for shipping companies. The economic-mathematical model of content optimization of the development multi-project of a shipping company is experimentally investigated. It is shown that the connection between projects in the development multi-project of the shipping enterprise is implemented through resources and strategic goals. The connections between development projects are investigated. The relationship between projects within the framework of the development multi-project of the shipping company in such areas as: resource restrictions, restrictions at the level of goals, restrictions at the organization level is considered. The presented economic-mathematical model of content optimization of the development multi-project of the shipping company allows determining strategic goals in the long period, evaluating the resources needed to achieve them, and determining the sources of their replenishment. The economic-mathematical model makes it possible to take into account not only resource limitations, but also the compliance of the results of the multi-project with the strategic goals of the company. The optimal content of the development multi-project of the shipping company is obtained for a given level of the company’s ability to finance projects in the current period; and the company’s ability to finance projects as part of the multi-project throughout the entire life cycle. The presented approach to the formation of the development multi-project of the shipping company allows achieving the strategic goals of the company in the unity of the project, multi-project and portfolio of the enterprise

Organization of implementation of concretized methodology and information technology of project management as a unified system of project-oriented enterprise

Organization of implementation of concretized methodology and information technology of project management as a unified system of project-oriented enterprise

Concept of information resources management in 4P-environment

The main modern problem of projects and programs portfolios management in enterprises is where to get timely, high-quality, complete information for the successful implementation of projects. Based on this, in the paper is proposed to apply an approach to the management of information resources in 4P-environment. The essence of using this approach for information resources management is that the creation and use of such a resource is considered as a component of the functional add-in, which concentrates the information flows of the project / program / portfolio management tools and enterprises (in terms of project activities) with all the attributes of implementation and control system components. The purpose of the work is a description of the information resources management concept in 4P - environment of enterprise. The classification of information resources was carried out in accordance with the proposed features: by place in the information space of the project-oriented enterprise, by the form of use of information resources, by shift of information resources, by the source of information, by place in information processes. The distribution of information resources classes across three levels of the organization is considered, and a structure is proposed that allows one to formally operate with information resources management processes: from outside the enterprise, from the enterprise, from projects and programs, from project portfolios. Consider the functions of information resources management in the context of the presented classes. It is necessary that these models of management to enter in the functional add-in and increase the level of automation in the 4P environment. It was determined that the system of functions of the add-in in part of information resources management should be quite complex, multidimensional, based on a powerful methodological basis to meet the needs of the 4P-environment for managing information resources. It was concluded that for this, first of all, it is necessary to “algorithmize” each information resources management function and highlight common procedures in them, and will form the basis of the management subsystem of the functional superstructure, is a direction for further research.

МЕТОД ОЦІНКИ ТА УПРАВЛІННЯ ВПЛИВАМИ НА ФОРМУВАННЯ КОНКРЕТИЗОВАНОЇ МЕТОДОЛОГІЇ УПРАВЛІННЯ ПРОЕКТАМИ

Project management meta-methodology (PMMM) is based on formalized tools of influence on different processes related to the implementation of project management methodology at a project-oriented enterprise. It is the main tool for influencing project-oriented enterprises in order to improve all management processes. The result of using PMMM is the creation of a concretized project management methodology (CMMM) that integrates tools, processes, knowledge of existing project man-agement methodologies with the knowledge, tools and processes of a particular enterprise. In essence, it allows to choose exactly those tools that most influence the efficiency of the project-oriented enter-prise. At the same time, an important role in forming the CMMM tools is played by influences. Since PMMM is a system of influences, the formation of tools is also based on them, in other words, the influ-ences of the PMMM form the tools of the CMMM.The aim of the paper is to develop a method for selecting the impacts of PMMM on the forming of tools that will lead to the creation of a concretized methodology for project management that will improve the efficiency of enterprise project management.Organizational, technical, financial and methodological classes of CMMM tools are defined in this paper. It is shown that the formation and functioning of the given classes of tools depends on the influence of the PMMM. The concept of the importance of the CMMM tool for project management is introduced. Coefficient of the importance will ensure the identification of those tools that are needed in the implementation of the PMMM. It is shown that each CMMM tool can be obtained with a certain probability, the value of which depends on the influence of PMMM. The objective function of estimating changes in probability of obtaining CMMM tools is proposed. The impact of the PMMM will lead to changes in the likelihood of forming CMMM tools. After these changes the target value of the objective function will or will not be achieved.The method of selection of influences of PMMM on the formation of CMMM is developed, which is based on: determination of the coefficient of importance of CMMM tools; formation of a group of experts; formation of a plurality of controlled influences; expert method of forming CMMM tools with and without taking into account PMMM; calculation of the value of the target function of implementing CMMM tools. This will allow to define the positive impacts of the PMMM on the formation of CMMM and implement them when creating project management systems at project-oriented enterprises.

МОДЕЛЮВАННЯ ІНФОРМАЦІЙНИХ ПОТОКІВ В СИСТЕМАХ УПРАВЛІННЯ ПРОЕКТНО-ОРІЄНТОВАНИМИ ПІДПРИЄМСТВАМИ

The application of multi-agent approach to the modeling of information flows in management systems of project-oriented enterprises is proposed. The peculiarity of the activities of modern enterprises, corporations in various industries is to ensure flexibility, mobility, universalization while ensuring high productivity of production, speed and adequacy of making strategic and operational decisions that are in line with the strategies of external environment and internal dynamics. This will ensure the support and adoption of effective management decisions. Effective enterprise management, in particular in chemical industry, depends on the organization and formation of information flows, including the presentation of information in a form suitable for management. The presented multi-agent model determines the flow of information flows during interactions of the system with the environment, external dynamics of multi-agent system and the movement of information flows within the agent, that is, internal dynamics of the system. Graphical representation of the transfer of information flows in multi-agent system will provide a visual representation of the flow of information flows, their transmission, processing, providing fast access to data, their exchange on all channels, processing by appropriate algorithms and presentation in a convenient manner. The considered modeling technology makes it possible to detect anomalies in the work of agents and multi-agent system. The obtained results show that the management of a project-oriented enterprise requires the processing of a large amount of information and decision is always taken on the basis of this information. Formation of information flows, obtaining the necessary information, its processing, storage, bringing it to the viewpoint, which facilitates decision making, is an important process. Conclusions are made about the possibility of using this model in the development of decision support systems in the management of project-oriented enterprises

Conceptual bases of creation of a system of information projects electronic management

In practice not all projects are successfully completed. This is due to the negative impact of human factors on the project process. To reduce this effect, the author proposed to use an electronic project management (e-PM), which is used for projects of creation and provision of information resources management. It was analyzed current e-PM research in the world. It was shown that today there are both scientific and commercial development of e-PM. The author of the article offers his view of the electronic project management. It was provided basic concepts and determining of e-PM. It was noted that the creation and implementation of electronic project management is only possible when the management processes will be based on computer methods of data collection, processing and use of information for executing decision-making. Therefore, to implement the technology of electronic project management it is need to apply an electronic project manager, which is a program-information system that implements project management process in e-PM automatically. It was shown methods for implementing electronic project manager, which include management models, terms calculation and workforce management of project of creation and provision of information resources. Also electronic project manager functions that used as part of organization and methodological measures of project-oriented enterprise in project activity realization was defined. It was determined that for applied use of e-PM it is necessary to develop a knowledge models for project management of creation and provision of information resources through the electronic project management.

Product model of information resources management of a project-oriented enterprise

Product model of information resources management of a project-oriented enterprise

Development of methodology of efficiency estimation of management technology of project-oriented organizations

Support for the competitiveness of modern companies is realized through the application of the methodology of project management. The project management subsystem should be harmoniously integrated into the enterprise management system. At the same time, the coordinated operation of the project and operating subsystems should be ensured.The interaction of the project and operating subsystems of the project-oriented enterprise can be realized within the framework of several approaches – the homeostatic approach, the bi-adaptive management approach.To create management systems for project-oriented enterprises that work in concert, it is necessary to evaluate the interaction of management subsystems.The article poses the task of estimation of the interaction between the projects subsystem and operating subsystem of a project-oriented enterprise. The essential parameters of the operating subsystem and project subsystem are divided into ten groups of parameters. In the operating subsystem 28 parameters are allocated, in the project subsystem – 27.A method of combined analytical and expert estimation of the mutual influence of the project and operating subsystems of the project-oriented enterprise (MAEM method) is proposed. The eight steps of the method implementation are described – an analytical estimation of the state of parameters that can be estimated accurately; Selection of candidates for two expert groups (from operating managers and project managers); Determination of competence coefficients of candidates for experts; Identification of experts; Estimation by experts of the interaction between the parameters of the project and operating subsystems; Determination of the most sensitive parameters; Determination of deviations between expert group estimates; Formulation of conclusions. The method is based on expert estimationThe strengths, weaknesses of the method, its opportunities and threats are analyzed.The method will allow to create coordinated control systems for project-oriented enterprises.

ОСОБЛИВОСТІ ФУНКЦІОНУВАННЯ ПРОЄКТНО- ОРІЄНТОВАНОГО ПІДПРИЄМСТВА В СУЧАСНИХ УМОВАХ

The paper summarizes the features of the project-oriented enterprise in modern conditions. A model of operation of a project-oriented enterprise has also been built. It is established that each enterprise goes through different stages of its transformation into project-oriented, which must take into account the strategic goals of the enterprise. When transforming into a project- oriented enterprise should take into account the industry affiliation of the enterprise and the peculiarities of its activities. Usually the company has a linear organizational structure, and project-oriented - matrix or project. The main criteria that affect the process of transformation of the enterprise into a project-oriented are knowledge, technology, processes, communications, project management, standards and norms. For a project-oriented enterprise is characterized by both operational (permanent) activities and project (temporary). The relationship between operational and project activities and their interaction depends on the stage of transformation of the enterprise into project-oriented. Different management approaches are used for each activity. Operational activities are performed by full-time employees of the enterprise, who are employees of the company's departments, and project activities - the project team, which may consist of employees of the enterprise, as well as may involve external team members. Operational and project activities should be in close cooperation, which will achieve a positive synergistic effect, which will affect the efficiency and effectiveness of the enterprise, as well as its competitiveness. Innovative development of the enterprise is carried out with the help of implemented projects, and its results have a significant impact on operating activities. The activities of a project-oriented enterprise are closely connected with the external environment. The knowledge management system is the most important component of the process of transforming an enterprise into a project-oriented one.

Planning and organization of works in the project-oriented enterprise for hydro-concreting of the underwater potentially dangerous objects

Planning and organization of works in the project-oriented enterprise for hydro-concreting of the underwater potentially dangerous objects

The conception of project-oriented enterprise information resources system management technology creation

One of the main enterprise management problems is finding the source of timely, quality, full information for successful realization of projects. For solving this problem the multisystem information technology is offered. The technology unites existing enterprise’s organizational and technical systems which provide creation, transfer, storing, and using project-oriented enterprise information resource. In this paper the expediency of multisystem information technology use is shown and it is model as a cube which has functional, procedure, and basic levels is built. The cube sides are: information technology of user in project activities, information technology of user in operational activities, and multisystem information technology.

Organization of tasks distribution by departments of project-oriented university

The tool maintenance is developed for organization of tasks distribution by departments of project-oriented enterprise, which includes: concept, fundamental structure of the information description of tasks in accordance with the project approach, ensuring the distribution of tasks for temporary periods. Methodical approach to identify the tasks of project-oriented university is developed on the basis of the use of business portfolio concept, decomposition method and index system by the example of the educational activities of universities. At the same time all the tasks are divided into two categories depending on their nature and the presence of uniqueness - standard and specific, allowing to better organize their accounting and can be used to assess the degree of formation of project-oriented university in the proposed measure. The concept of tasks distribution by departments in the system of project-oriented enterprise is formulated. This concept provides the organization of tasks performing with clear structuring objectives, time constraints and the necessary results for each task by a) systematic review of tasks within the network project models, b) integrated consideration of network models corresponding university projects portfolio. Tool maintenance of organization of tasks distribution by departments on the basis of approach to identification of tasks in accordance with the stated concept is developed in terms of set theory.

Analysis of approaches to constructing bi-adaptive management systems of project-oriented enterprises

Approaches to constructing project management systems relatively used standards were investigated. Advantages and disadvantages of each approach were identified. The main principles, underlying the project management system operation were formulated. As a result of studies, it was found that the mutual adaptability of the project management system and the enterprise management system was underinvestigated. As one of the principles of constructing composite management systems, the adaptability principle was outlined. The concept of bi-adaptability was introduced. The definition of bi-adaptability as the property of adaptability implementation in two ways was given. The definition of the bi-adaptive management system of the project-oriented enterprise was presented. The methodological, information and organizational tools to ensure bi-adaptability were considered. As an element base of adaptability implementation, frames were proposed. The advantages of this approach were described. The definition of structurally-producing approach to constructing the bi-adaptive management system was given. The fundamental tasks of the bi-adaptive management system of the project-oriented enterprise were formulated. The scientific task of constructing the bi-adaptive management systems of the project-oriented enterprise was set. The proposed approach to constructing such systems based on frame models will allow to build a more effective management system of the project-oriented enterprise through introducing a better mechanism of its adaptation to changes in the internal and external environment.