Project Management Standards Research Articles

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

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

A Business Model and Business Case Development Methodology and Toolkit for Regional Decarbonisation Utilising CCUS

This paper presents a generic practice-based framework incorporating a business model and business case development methodology and toolkit resulting from studies and enquiries conducted within the European multi-lateral funded project ELEGANCY and taking account of public and private sector experience gained during the many attempts at progressing CCS projects in Europe. The framework also integrates the specific focussed work of five ELEGANCY case studies into large scale regional decarbonisation using hydrogen production combined with CCS technologies for reducing emissions. The methodology has been structured to enable facilitated engagement and workshops between public and private sector parties as early as possible for the joint definition of business models and business cases which could be approved by their respective stakeholders. The toolkit that accompanies the methodology complements standard project management tools and provides support for key data collection, assessment and decision-making activities. It is publicly available under a Creative Commons CC BY-ND licence.

SYSTEM APPROACH TO PROJECT MANAGEMENT IN CONDITION OF BEHAVIORAL ECONOMY

Human behavior is the most common cause of project management failure. Behavioral economics is interdisciplinary in nature and allows you to identify the psychological basis for making a project manager decisions that lead to success or failure in projects. The personality of the project manager, project teams, and a special project environment continue to dominate the analysis of human behavior in project management. The article may be of interest to scientists and project management practitioners. The aim of the work is to study the principles of decision-making in project management and the influence of behavioral economics on them. The objectives of the article are to determine the impact of behavioral economics on project management as a system, to compare the methods of hard and soft systems approaches in planning and decision-making, to develop principles and sequence of actions for project integration. Methods. When writing the article, a behavioral approach, a systematic approach, decision-making methods, heuristic methods, a soft systemic approach, a hard systemic approach, a logical-structural approach, and integration methods were used. The results of the work are to harmonize the principles of PMBoK project management standards of the announced 7th edition, ISO 21500, ISO / IEC 15288 with the principles of the management economics approach. Providing system integration based on a soft systemic approach to management, allows to more fully take into account the human factor when making decisions and serve as a tool for implementing the principles of behavioral economics. A comparative analysis of the hard and soft systemic approaches is carried out and their main differences are identified. Effective integration requires organizational, administrative and behavioral skills in managing people. The principle of innovation, the principle of flexibility to change, the principle of combined compensation and the principle of combined value are the four principles of integration. Scientific novelty. The work further developed methodological approaches to substantiating the creation and further formation of a unique mental space for project activities, by ensuring the using of methods and approaches of behavioral economics. Practical significance. The results obtained are aimed at improving methodological approaches to decision-making in project activities based on ensuring the implementation of the principles of behavioral economics. Ensuring the principles and sequence of actions for the integration of the project is aimed at increasing the number of successfully implemented projects.

ПРОЕКТНАЯ КОМАНДА КАК ОСНОВНОЙ ИНСТРУМЕНТ ЭФФЕКТИВНОСТИ ПРОЕКТА

Наряду с существующими базовыми подходами к управлению, наиболее актуальным является проектный подход, который определяет качественное достижение поставленных целей организации в ограниченные сроки, что необходимо для конкурентного преимущества перед другими компаниями.
 Цель исследования - проанализировать особенности функционирования проектных команд согласно основным стандартам в области управления проектами. Выделены основные подходы к формированию проектных команд, охарактеризованы стадии жизненного цикла команды. Вопросы развития и управления действиями проектной команды в статье рассмотрены на базе основных стандартов проектного управления.

ОТРАЖЕНИЕ ПРИНЦИПОВ ПРОЕКТНОГО И ПРОГРАММНОГО УПРАВЛЕНИЯ В БЮДЖЕТНОМ ЗАКОНОДАТЕЛЬСТВЕ РОССИИ

Introduction: the article is devoted to the analysis of normative acts regulating the application of project and program management principles in the budget planning process in Russia. Objectives: to assess the regulatory framework of project and program management for its integrity, consistency and compliance with budget legislation and international standards of program and project management; to formulate the areas to optimize program and project budgeting in Russia. Methods: the research uses methods of comparative legal and system analysis. Results: the main issues in legal regulation in the field of research are identified, including: non-compliance of the actual strategic planning procedure with the requirements of the federal law; excessive number and mutual duplication of the content of project and program documents in the absence of their clear hierarchy; non-compliance in the Russian legislation with such basic principles of project and program management as the limited time of the goals and objectives in program documents, concentration of powers to manage projects (programs) and responsibility for their results in the same position; the actual withdrawal of the legislative power and the Russian Government from participation in program and project management; dual power in industry management. Conclusions: to overcome the above shortcomings the following measures, among all, are advisable: to fix the status of national projects in the Federal Law “On strategic planning in the Russian Federation” as the fundamental planning documents; to include data on the volume of their financial support and main activities in national projects, excluding current costs and measures already listed in the state programs; to restore the powers of the Russian Government to give approval on the national projects content (passports) as well as the federal projects outside the national ones; to bridge the gap between the powers and responsibilities of program (project) managers.

The impact of project management standardization on the implementation efficiency of national programmes

The impact of project management standardization on the implementation efficiency of national programmes

Лідерські якості в проєктному менеджменті

This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.

Providing a Model For Assessing Risk Management Of Construction Projects With A Sustainable Development Approach: Case Studies Of Small-Scale Power Plants

Economic growth in developing countries requires the implementation of infrastructural projects such as power plants, the sustainability of which plays an important role in the social, economic, and environmental development. Despite, these projects are always associated with uncertainties and risks due to features such as uniqueness, unspecified time, the need for specific equipment, correlation between different phases and so on. Therefore, in the present study, a small-scale power plants in Mazandaran was subjected to a case study by which the project risks were properly studied. By interviewing the experts associated with the construction of the power plant, 34 risks were identified and subsequently categorized into four categories of environmental, economic, social, and technical. Then, using the failure factor analysis method, their effects were evaluated, and critical risks were identified. In the next step, Fuzzy TOPSIS hierarchical analysis method was used to prioritize critical risks according to the project objectives in accordance with the PMBOK project management standard. After prioritizing the critical risks, in accordance with the real conditions of these projects, suggestions were made to respond and face the critical risks

Shkola proektnykh tekhnologij: internet veshhej v mezhpredmetnom obuchenii [School of project technologies: The internet of things in the interdisciplinary learning

Project-based methods of teaching schoolchildren are well suited to the challenges facing the education system. However, their format and content do not meet modern requirements. They are often disconnected from the needs and opportunities of the business and academic environment, and do not involve students in creative team processes to solve specific practical projects using modern effective project management tools. The technological and technical base does not allow these methods to be used at a high level. Therefore, from the point of view of the education system and individual general education organizations, solutions for complex changes in schools are of interest, allowing for a new build of key school processes using project technologies, based on world standards and recommendations both at the methodological (project management standards) and technological (advanced technological tools) levels. This problem is the subject of a study aimed at developing a model of the “School of project technologies” system, which synthesizes the best practices of project training, taking into account project management methodologies and methods, and based on the internet of things (IoT) technology. The study uses a set of methods: case analysis and analysis of scientific and practical literature, documents and professional standards for project management. These methods allowed us to implement the following research stages: to assess the current practice of using the project method and other methods aimed at the formation of relevant competencies; to identify the advantages and “growth zones” of these practices; to determine the opportunities and conditions for the introduction of internet of things technology in project training, to offer the author’s original model of the “School of project technologies”. The main method of research was the method of analyzing cases obtained from the materials of 33 educational institutions that demonstrate international and domestic experience in organizing project activities of schoolchildren. The representativeness of the material is provided by a large number of cases and methods of their analysis. A conceptual model of the “School of project technologies” is proposed, where the basic process is the project activity of students. In this context, the article describes the functional place and ways of applying the internet of things (IoT) technology in the school educational process. The model “School of project technologies” proposed in the three-element system structure: a methodological apparatus of project activity in school; technological instruments for the implementation of this activity, including IoT technologies, augmented reality, 3D-lab and other necessary functional units; infrastructure support, including the system of requirements for the school’s technosphere, information system, etc. In this case, the concept of using IoT technologies is included as one of the functional units of the school project activity system. A system solution that methodologically links practice-oriented project activities and the IoT platform’s technological tools for student projects and research has been substantiated. It is shown that IoT technology is able to provide high performance of project training and in combination with it allows you to create high-quality hard, soft and digital skills of students. The great advantages of the technology lie in the ability to use it in cross-subject training, which corresponds to the modern requirement to overcome the narrow-disciplinary framework of training.

Project and digital technologies in school education: Motivation, cognition, competencies

The article presents the results of a study of the problem of the gap between the changes taking place in the economy, social sphere, political guidelines, culture, on the one hand, and the content of the education system, on the other. The observed changes actualize the need to transform education in order to fully respond to the challenges of the environment surrounding education. One of the important tasks is to create an environment for the formation of a person who is capable and motivated to innovate and create creative activities, for which project activities are optimally suited. As a result, it is necessary to develop a new approach to the organization of project activities, involving the use of modern and most effective methodologies and practices of project management, creative and problem-analytical activities. The purpose of the presented work is to substantiate a new model for building project activities, called the norm and setting boundaries, rules and technologies based on certain values, principles, technologies and methods of project activities in schools. Methods of achieving the purpose were factor analysis to assess the impact of changes in the environment on education, case studies to assess problem areas and positive developments in the organization of project activities of schoolchildren. A case study was conducted in 33 educational institutions in Russia and abroad. An additional method was the analysis of scientific literature and professional standards for project management in order to identify and generalize in the form of an author’s model common and proven results of methodological and methodological developments on the organization of project and innovation activities. The analysis of environmental factors (economy, social sphere, politics, culture) and their impact on the education system is carried out. It is concluded that education should take on the following functions: formation of thinking, self-determination, selforganization, reflection as technologies that allow a person to build their own trajectory of development and turn information into knowledge. While preserving the functions of translation and reproduction of cultural, social and professional norms, education becomes a centering activity that provides the possibility of human existence in any other spheres of activity in the modern world. To perform these functions, a model of the norm of project activity of schoolchildren is proposed, which is built on certain values and principles developed by the authors, and includes three stages of performing project activity of a student (conception, implementation or management of implementation, understanding of the work done). The proposed model of the project activity norm meets the requirements of changes in the environment of education. It assumes a radically different approach in comparison with the existing practices of organizing project activities, which corresponds to the principles and methods of project activities generally accepted in project management, but at the same time corresponds to the new goals and objectives of the education system in the conditions of its transformation.

Modern technologies of project management and implementation in the construction industry

The article considers the technology of management and implementation of project activities, from the perspective of project management in the field of innovation and multifunctionality of work in the field of construction and production. The current existing approaches to project management in various manufacturing fields and also such special tools as the construction extension of project management standards have been examined. As follows from the analysis, the main features of the considered standards are highlighted and conclusions were reached on the necessity to use modern technologies in project management.

The analysis of an integrative analytical method used for the initiation of an investment construction project

Introduction. The mission of the research is to analyze the main principles and values of investment construction project management subject to each methodology.
 In the late 20th century it became clear that the majority of products, manufactured back in the days of the USSR, had counterparts, made in the Western countries, and the characteristics of the Western counterparts were a lot better. This trend favours the consumer society; however, producers must set new objectives aimed at optimization, quality improvement, and effective management to stay in the market. This is how the need for alternative sources of optimization emerged.
 The practical implementation of theoretical project management provisions was among the tools. It tightens control and improves the efficiency of all resources of an enterprise. The application of an advanced approach to projects, implemented by public and private partnerships, will boost interaction between the state and the business community as well as project implementation control. Project management has become an integral project development instrument, applied to software projects and many other types of business activities. The main goal is to decide upon the project methodology.
 Materials and methods. The project is based on the analysis of earlier research undertakings performed using methods of theoretical research, based on the study and generalization of performance charts published by domestic and foreign authors in the past.
 Conclusions. The co-authors have analyzed project management methodologies, including best practices and templates. A brief analysis of the methodology application track record is performed. The research digest encompasses three principal methodologies; their principles and values are analyzed in the work.
 Project deliverables include a comparative analysis of principles underlying PMI, Prince 2, and Agile Manifesto standards. Each principle underlying most widely used international standards of project management is described.

СУЧАСНІ ПІДХОДИ ДО ТИПІЗАЦІЇ, СТАНДАРТИЗАЦІЇ ТА ІНФОРМАТИЗАЦІЇ БІЗНЕС-ПЛАНІВ

У статті досліджуються сучасні особливості створення бізнес-планів в Україні та за кордоном. Метою статті є визначення основних підходів до формування структури, розробки базових стандартів та застосування інформаційних технологій у процесах бізнес-планування. В ході дослідження виявлено, що саме завдяки бізнес-плану забезпечується ефективна координація основних функціональних підсистем суб’єкта бізнесу з метою забезпечення позитивного економічного результату. Бізнес-план є основним елементом бізнес-проекту, який формує програму дій для досягнення певної економічної чи/та соціальної мети. У свою чергу, різноманітність бізнес-проектів визначає складну систему класифікації бізнес-планів за низкою ознак, зокрема за суб’єктним складом, масштабністю, обсягом інформації, термінами планування, конфіденційністю тощо. Все це обумовлює необхідність стандартизації структури та методик розробки бізнес-планів. У практиці бізнесу використовується кілька методологічних підходів щодо планування бізнес-процесів, котрі розроблені фахівцями відомих міжнародних організацій, банківських, комерційних та консалтингових структур і мають різні ступені складності та цільове спрямування. Виявлено, що в Україні відсутні єдині підходи щодо розробки бізнес-планів, а нормативне забезпечення цієї сфери потребує доповнення й оновлення. У той же час в ряді розвинених країн Європи, Америки та Азії застосовуються національні стандарти управління проектами. Оскільки сфера бізнес-планування потребує обробки значної кількості даних різного характеру та складності, доведено доцільність активного застосування сучасних інформаційних технологій, що дозволяє значно підвищити її ефективність та забезпечити максимальну оперативність, наочність, варіативність і оцінку потенційних ризиків. Проведено функціональний аналіз відповідного програмного забезпечення та онлайн-ресурсів, які на практиці використовуються суб’єктами господарювання для створення бізнес-планів як в Україні, так і за кордоном і котрі значно варіюються за обсягом і способами подачі та обробки даних, рівнем підготовки залученого для їх створення персоналу, а також вартістю використання.

Management for International Development and Aid Projects: A new conceptual model

AbstractThe need to respond to the complexity of Project Management (PM) in International Development and Aid Projects (IDAPs) has been acknowledged. Nevertheless, there are minimal endeavors to customize the standard PM Models in enhancing IDAPs within the more immense structures and longer field‐specific agendas for the interest of people reached by this specific type of projects in the man‐made crises. This article aims to examine the standard PMBOK(R) Guide and align it with requirements of IDAPs by emphasizing the Total Quality Management and Core Humanitarian Standers. A critical review has provided a conceptual model for better management of IDAPs that are implemented in man‐made crises such as Syrian refugee crisis in the Middle East, which adds value to how the standard PMBOK(R) Guide might be adopted or adapted for IDAPs requirements and the interest of better organizational effectiveness of International Non‐Governmental Organizations and vulnerable people alike.

Quality management for microenterprises and start-ups – is the ISO 9001 suitable?

Purpose Quality management systems are well established in multinationals and SMEs. For establishing and improving such systems, there is a variety of guidelines. Furthermore, there are software tools allowing a self-assessment of the current state of the implemented systems. However, these approaches do not fit for micro-enterprises and start-ups. Their processes are rather informal or not yet specified. Moreover, these companies are often in a phase of strong growth and have only one person in charge. Hence, they face the difficulty to decide if and how a (quality) management system should be implemented. This paper aims to show a first guideline for implementation. Design/methodology/approach The first step comprises a definition of microenterprises and start-ups and an analysis of their specific characteristics. Following, an overview of the DIN EN ISO 9001:2015 and its requirements is given. Next, it is analysed which requirements are relevant for or can be implemented in microenterprises and start-ups. Based on this, a guideline for decision-making is developed to examine if an application of the analysed standard is useful or necessary for the regarded companies. Also, the guideline illustrates how the requirements can be implemented. Findings A literature review, an analysis of the DIN EN ISO 9001:2015, the standards for project management, microenterprises and start-ups have been carried out. Thereby, the need to decide whether to implement implement a quality management system and assistance for the implementation process has been revealed as essential for the companies considered. Literature mostly deals with implementing a quality and/or project management system in multinationals and SMEs but not in very small companies. Furthermore, first practical examples have shown that microenterprises face difficulties when choosing and implementing a quality management system. A practical implementation guideline for these companies is lacking. Originality/value Although there is a lot of research dealing with quality management in SME, research about quality management in microenterprises and start-ups is scarce. This paper offers a first approach for a guideline of implementing an appropriate quality and possibly an additional or alternative project management in microenterprises and start-ups. This should facilitate the process of deciding if and how to implement an adequate management system for the regarded companies.

Research on Innovation of Engineering Project Management Mode and Intelligent Management

In order to realize the standardization and normalization of environmental protection project management. This paper uses the literature method to study the current status of the existing project management mode, and points out the problems: lack of a sound project management system, insufficient information application of project management, and unclear decentralization in project management; on this basis, this paper proposes optimization strategies from the aspects of perfecting the engineering project management system, clarifying the allocation of project management authority, and strengthening the construction of engineering project management information. And put forward the future development trend of project engineering management, on the basis of two mainstream management modes of BOT (Build-Operate-Transfer) and EPC (Engineering Procurement Construction), build a standardized project management platform to achieve intelligent management. Realize intelligent management of engineering project management to achieve standardization and standardization, greatly improving the efficiency of project management.

Standardization Construction of Fire Information Communication Operation and Management Based on Remote Communication

With the continuous development of modern information and communication engineering, the management of the whole process of the standardization construction of fire information and communication operation management pays more attention to the intensification, standardization and standardization of project management. This is because fire fighting communication is an important part of fire fighting work and is the nervous system of fire fighting dispatch and organization and command. Therefore, the whole-process management can be sorted out, standardize the management process, establish a centralized management platform, and cover various aspects such as reserve project initiation, plan issuance, construction implementation, acceptance and payment, etc. However, in the standardization construction of individual fire information communication operation and management, the standardization construction of communication management system has not received high attention from relevant staff. This paper analyzes the current situation of standardization and disorder of fire fighting information communication operation management based on remote communication, and puts forward suggestions and solutions, which are conducive to the sustainable development of fire fighting industry in the future.

Guided by the beauty of our weapons: comparing project management standards inside and outside international development

ABSTRACT In order to identify their different knowledge areas, concepts, tools and emphases, this article compares project management standards from two non-profit, one parastatal and two governmental organisations working in international development against the standards of the Association for Project Management (APM) and the Project Management Institute (PMI). It finds that the international development and non-international development standards have quite different ideas of what project management entails. International development standards emphasise beneficiary participation, environmental impact, gender, unintended consequences of projects, soft objectives, evaluation techniques, and cross-cultural issues more than the APM or PMI standards. The latter standards have strengths in scoping and scheduling.

Comparative Analysis of the Mechanism of Engineering Project Management Standardization

With the improvement of engineering project performance and the need for theoretical innovation, the importance of standardized research on engineering project management has become increasingly important. Based on the results of the questionnaire survey, and on the basis of testing the reliability and validity of the questionnaire, the hierarchical regression analysis was used to study the mechanism between the influencing factors of engineering project management standardization and process performance, cooperation performance, knowledge accumulation, and engineering project performance. And test the hypotheses. In order to further improve the effect of engineering project management, it is quite necessary to carry out research on engineering project management. However, due to the lack of a substantial amount of substantial research in the actual research process, we have mainly carried out in-depth research on engineering project management standardization.

APPLICATION OF PROJECT MANAGEMENT STANDARDS IN THE IT INDUSTRY: PRINCE2 AND PMBOK

As competition associated with globalization grows, more and more organizations are adopting different approaches. This happens when organizations strive to become more efficient – “do more at lower costs” and quickly and cheaply launch new products on the market. In this regard, this paper is devoted to a comparative analysis of the two most popular project management standards PRINCE and PMBoK. The authors reviewed and analyzed the main features of these standards, conducted a critical review of their strengths and weaknesses and made recommendations on the use of a particular standard in a particular case. For example, if you need to get a detailed description of many extremely useful tools and methods that will help you better manage your project, you should use PMBoK. However, if it is necessary that the project management methodology helps to make project decisions, the relatively simple PRINCE2 process model clearly defines which project management decisions need to be made, by whom and when. The 26 management products in PRINCE2 are tightly integrated into the process model, providing guidance on what project management information is needed to support decision-making throughout the project.