scholarly journals Projekttervezési módszerek kihívásai a XXI. században (Challenges of the project planning methods in the 21st century)

2013 ◽  
pp. 62-80
Author(s):  
Zsolt Tibor Kosztyán
Keyword(s):  
Project Management ◽  
21St Century ◽  
Network Planning ◽  
Project Planning ◽  
Planning Method ◽  
Gantt Chart ◽  
Agile Project Management ◽  
Planning Methods

Több mint száz éve született meg Henry Gantt (Gantt, 1910) sávos ütemterve, Kelley (Kelley, 1961) és Walker (Walker, 1959) is több mint hatvan éve publikálta kritikus út módszerét. Az ezekre épülő költség- és erőforrás- tervezési módszerek vajon alkalmasak-e a ma kihívásaira? Az olvasó ebben a tanulmányban többéves kutatómunka gyümölcsét láthatja. A kutatás során az egyik legfontosabb cél annak vizsgálata volt, hogy a meglévő projekttervezési eszközök mennyiben felelnek meg a mai projektek kihívásainak; hol és milyen területen van szükség e módszerek továbbfejlesztésére, esetleg meghaladására. Ebben a tanulmányban a szerző olyan módszereket mutat be, amelyek messze túlvezetnek bennünket a projekttervezés eddig elsősorban operatív feladatokra szorítkozó módszereitől, és olyan kérdések megválaszolására fordítja figyelmünket, mint pl. milyen tevékenységeket, projekteket valósítsunk meg; melyeket hagyjuk el vagy ütemezzük be egy későbbi projektbe; hogyan rangsoroljuk, priorizáljuk a projektek megvalósítását, fontosságát? ______ Gantt chart (Gantt, 1910) was born by Henry Gantt more than a hundred years ago. Kelley and Walker published their critical planning method more than a 60 years ago (see i.e. Kelley-Walker, 1959). Can we use methods based on network planning methods for the challenges of 21st century? In this paper the author can see the results of the recent researches. In this study with their colleagues he investigated which project planning methods can be used in challenges of the 21st century and where and how to improve them. In these researches new matrix-based project planning methods are specified, where they can deal not only operative but strategic questions: which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches.In this paper he introduces a new matrix-based method, which can be used for ranking project or multi project scenarios with different kinds of target functions. The author shows methods that are used in an expert module. He shows how to integrate this expert module into the traditional PMS system.

scholarly journals Költség- és időcsökkentési eljárások alkalmazása a projekttervezésben és a nyomon követésben = Application of cost and time reduction procedures in project planning and the follow-up

2015 ◽  
pp. 45-57
Author(s):  
Zsolt Tibor Kosztyán
Keyword(s):  
Project Management ◽  
Network Planning ◽  
Project Planning ◽  
Agile Project Management ◽  
Time Reduction ◽  
Time Demands

A válság okozta megszorítások a projektek költségvetését sem hagyták változatlanul. Nagyon sokszor nemcsak a jövőbeni projekttervek költségvetését kell átgondolni, hanem a már futó projektek költségvetését is újra kell szabni. E tanulmány ilyen esetekben nyújthat módszertani támogatást. A szerző ebben a kutatásban négy költség- és időcsökkentő módszert hasonlít össze. Ismerteti, hogy ezeket az eljárásokat milyen módon lehet ötvözni, illetve mikor, melyiket célszerű alkalmazni. Az eljárások között van olyan módszer, amely a hagyományos projektmenedzsment (pl. építési, beruházási projektek menedzselésének) eszköztárát gazdagítja, de találkozhatunk olyan eljárásokkal is, amelyek az agilis projektszemléleten alapuló módszerek körét szélesítik. A bemutatott módszerek nemcsak a hálótervezési, hanem a mátrixos projekttervezési eljárások esetén is alkalmazhatók. ____ Due to the effects of the crisis, budgets of present as well as future projects are decreasing steadily. In this study four different methods are introduced for minimising budget and time demands. These introduced methods support not only the traditional but also the agile project management. Furthermore these methods can be used not only in case of network planning, but also for matrix-based project planning.

scholarly journals CHALLENGES OF THE PROJECT PLANNING METHODS IN THE 21ST CENTURY

2012 ◽  
Vol 5 (1) ◽  
pp. 46-60
Author(s):  
Zsolt T. Kosztyán
Keyword(s):  
Genetic Algorithm ◽  
Project Management ◽  
Construction Projects ◽  
Project Planning ◽  
Agile Methods ◽  
System Matrix ◽  
Strategic Decisions ◽  
Agile Project Management ◽  
Planning Methods ◽  
Management Approaches

There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used. Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level. This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches. In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project management. Key words: Project Expert System, matrix-based project planning methods, multilevel project planning.

scholarly journals The importance of logic planning in case of IT and innovation projects

2009 ◽  
Vol 3 (5-6) ◽  
pp. 15-20 ◽  
Author(s):  
Judit Kiss ◽  
ZsoltT. Kosztyán
Keyword(s):  
Project Management ◽  
Critical Points ◽  
Project Planning ◽  
Planning Method ◽  
Stochastic Network ◽  
Management Tools ◽  
Practical Applications ◽  
Innovation Projects ◽  
Points Of View ◽  
Feasible Solutions

In case of using methodology of project planning, in the first step we had to create a “good” logic network. We had to determine the successors and predecessors of the tasks. However, usually successors and predecessors proceed from the technology, sometimes (especially in case of IT and innovation projects) these relations between tasks are not explicit. In case of projects, especially IT and innovation projects, one of the most critical points of view is the phase of logic planning. However, it is a very important phase, only slightly supported by any kind of Project Management tools. Our goal was to support the logic planning phase. In our paper a new planning method, namely SNPM (Stochastic Network Planning Method) is introduced through some practical applications. SNPM can determine all feasible solutions with the help of stochastic variables and can also take into consideration all possible precedents. The parameters of logic relations can be changed if the impacts on the project change. With this method the most probable project scenario can be determined taking into account costs and resource demands.

Agility as a Matter of Degree: An Empirical Study of the Determinants of Agility in Projects

2020 ◽  
Vol 74 (2) ◽  
pp. 216-230
Author(s):  
Anine Andresen ◽  
Shanga Mohammad ◽  
Andreas Wald
Keyword(s):  
Project Management ◽  
Dynamic Environments ◽  
Project Planning ◽  
Project Managers ◽  
Analysis Tool ◽  
Team Size ◽  
Customer Involvement ◽  
Agile Project Management ◽  
Planning Approach ◽  
Rapid Changes

Agile project management (APM) is supposed to facilitate the response to rapid changes in complex and dynamic environments by applying an iterative planning approach, close customer involvement, and self-organizing teams. The literature has often considered the choice between APM and traditional project management (TPM) as binary and equated the use of APM methods with the desired outcome, i.e. project agility. In this paper, we challenge the assumption of binarity of APM and TPM and focus on project agility as an outcome. We argue that project agility is a matter of degree and is influenced by internal and external determinants. Building on Qumer and Henderson-Sellers’ (2008) four-dimensional analysis tool (4-DAT) framework, we develop a set of hypotheses of the determinants of project agility that are tested empirically using a cross-industry sample of project managers in Nordic countries. In line with the existing literature, we find customer involvement, organizational culture, and less upfront project planning to be positively related to the degree of agility in projects. However, we do not find significant effects of team size and complexity of the environment.

A Study on Multi-Project Management Based on Gantt Chart and Network Planning Technique

2012 ◽  
Vol 174-177 ◽  
pp. 2854-2860
Author(s):  
Zi Xiang Li ◽  
Ling Ling Zhang
Keyword(s):  
Project Management ◽  
Network Planning ◽  
Status Quo ◽  
Planning Techniques ◽  
Gantt Chart ◽  
Planning Technique ◽  
Management Method

This thesis proposes a multi-project management method based on Gantt chart and network planning techniques in modern corporate multi-project management by analysing characteristics and status quo of corporate multi-project management and basing on features of multi-project management and Gantt chart and network planning techniques.

Ranking and Sensitivity Analysis of Key Factors for Successful Project Management Performance: An Application of AHP for Oil and Gas Sector

2018 ◽  
Vol 6 (2) ◽  
Author(s):  
Farhaj Ishtiaq ◽  
Mirza Jahanzaib
Keyword(s):  
Sensitivity Analysis ◽  
Project Management ◽  
Analytical Hierarchy Process ◽  
Oil And Gas ◽  
Planning Process ◽  
Project Planning ◽  
Key Factors ◽  
Management Performance ◽  
Hierarchy Process ◽  
Oil And Gas Sector

<p>Complexities faced by oil and gas projects due to uncertainty and risk, demand the implementation of project management techniques for their successful completion. Therefore, this is made by using analytical hierarchy process, to identify and prioritize the key factors for successful project management performance of oil and gas projects. These factors are categorized into three groups which include attributes of project staff, project planning process and assessment of project quality. Using expert choice, a hierarchy is developed followed by pairwise comparison based upon data collection from industrial experts of oil and gas sector. Results of analytical hierarchy process (AHP) concluded that, project completion within estimated time and budget, clarity of objectives and involvement of top management are most crucial elements for improvement in project management performance of oil and gas projects. Whereas sensitivity analysis being carried out according to three different scenarios highlighted factors according to their relative importance.</p>

scholarly journals A Feedrate Planning Method for the NURBS Curve in CNC Machining Based on the Critical Constraint Curve

2021 ◽  
Vol 11 (11) ◽  
pp. 4959
Author(s):  
Peng Guo ◽  
Yijie Wu ◽  
Guang Yang ◽  
Zhebin Shen ◽  
Haorong Zhang ◽  
...  
Keyword(s):  
Planning Method ◽  
Cnc Machining ◽  
Arc Length ◽  
Kinematic Constraint ◽  
Nurbs Curve ◽  
Planning Strategy ◽  
Feedrate Planning ◽  
Curvature Constraint ◽  
Planning Methods ◽  
The Relationship

The curvature of the NURBS curve varies along its trajectory, therefore, the commonly used feedrate-planning method, which based on the acceleration/deceleration (Acc/Dec) model, is difficult to be directly applied in CNC machining of a NURBS curve. To address this problem, a feedrate-planning method based on the critical constraint curve of the feedrate (CCC) is proposed. Firstly, the problems of existing feedrate-planning methods and their causes are analyzed. Secondly, by considering both the curvature constraint and the kinematic constraint during the Acc/Dec process, the concept of CCC which represents the relationship between the critical feedrate-constraint value and the arc length is proposed. Then the CCC of a NURBS curve is constructed, and it has a concise expression conforming to the Acc/Dec model. Finally, a feedrate-planning method of a NURBS curve based on CCC and the Acc/Dec model is established. In the simulation, a comparison between the proposed method and the conventional feedrate-planning method is performed, and the results show that, the proposed method can reduce the Acc/Dec time by over 40%, while little computational burden being added. The machining experimental results validate the real-time performance and stability of the proposed method, and also the machining quality is verified. The proposed method offers an effective feedrate-planning strategy for a NURBS curve in CNC machining.

scholarly journals Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event

2021 ◽  
pp. bmjinnov-2020-000574
Author(s):  
Richard J Holden ◽  
Malaz A Boustani ◽  
Jose Azar
Keyword(s):  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Healthcare Delivery ◽  
Light Bulb ◽  
Innovation Development ◽  
Agile Project Management ◽  
Complex Adaptive ◽  
Behavioural Sciences

Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.

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

2021 ◽  
Vol 2021 (1) ◽  
pp. 13680
Author(s):  
Fabio Galletta Latour ◽  
Finn Florin Johansson ◽  
Charles Thomas Tackney
Keyword(s):  
Project Management ◽  
Original Model ◽  
Agile Project Management
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