scholarly journals PROACTIVE DEVELOPMENT OF ORGANIZATIONAL STRUCTURE OF TERRITORIAL DEVELOPMENT PROJECT WITH USING BI-ADAPTIVITY

2018 ◽  
Vol 6 ◽  
pp. 21-28
Author(s):  
Alexander Timinsky ◽  
Illia Marushchak
Keyword(s):  
Organizational Structure ◽  
Adaptive System ◽  
Organizational Structures ◽  
Program Management ◽  
Development Project ◽  
Development Projects ◽  
Territorial Development ◽  
Literary Sources ◽  
Scientific Task

The article presents the scientific task of developing models and methods of proactive development of the organizational structure of territorial development projects using bi-adaptivity. Literary sources are analyzed. There are two types of organizational structures – the organizational structure of the territorial development project and the organizational structure of the territorial network, created in the project. The similarity of such structures is noted. The aspects of the organizational structure, for which it is necessary to develop models of proactive development, are selected and analyzed. This is the entrepreneurial form of the territorial network, the type of organizational structure and the system of communications of the organizational structure of the territorial network with the organizational structure of the parent enterprise. The concept of the gradient of the territorial development of the industries has been introduced, its definition has been given. The method of proactive development of the organizational structure in the project of territorial development is proposed. The content of the method of configuring the bi-adaptive system for the appearance of new types of projects is determined. The indicated results extend the scientific tools of project and program management.

Research On Risks Encountered By Institutions In European Development Project

2014 ◽  
Vol 1 (1) ◽  
pp. 517-520
Author(s):  
Diana Elena Ranf ◽  
Elida-Tomiţa Todăriţa ◽  
Dănuţ Dumitru Dumitraşcu
Keyword(s):  
Development Project ◽  
Development Projects ◽  
Application Form ◽  
Structural Funds ◽  
Development Opportunity ◽  
Centre Region ◽  
European Development ◽  
Way Of Thinking ◽  
Risk Categories ◽  
Implementation Stage

AbstractEuropean funds are a development opportunity for the Romanian organizations. The research in the article aims to identify the main risk categories that the beneficiaries from Centre Region have faced, and also the effects of not considering certain risk categories in the stage of filling out the application form and also in the implementation stage of the projects have had on the development of these projects. Identifying how the organisations have managed projects during the development projects 2003-2013 finds its usefulness in the following period that is knocking on our doors: 2014-2020 that should find us better prepared and more capable of proving seriousness and professionalism. Therefore, training in projects should not end once the structural funds have been attracted, but it should be regarded as destined to modernize our way of thinking and actions in helping organisations develop their businesses.

scholarly journals A viability criterion for computer system development projects

1984 ◽  
Vol 15 (3) ◽  
pp. 144-149
Author(s):  
J. Mende
Keyword(s):  
Computer System ◽  
Cost Of Capital ◽  
System Development ◽  
Development Project ◽  
Development Projects ◽  
Organizational Growth ◽  
Net Worth ◽  
Development Costs ◽  
Processing Cost ◽  
Informational Value

A manager facing the decision whether to proceed with a proposed computer system development project needs to determine whether its benefits are worth more than its costs. This can be done by applying a simple mathematical formula to calculate the project's 'net worth', as the sum of the annual benefits obtainable during the system's life span, less its development costs. The formula recognizes that a system's annual benefit, comprising enhanced informational value plus reduction In data processing cost, will change as a result of obsolescence, cost of capital, organizational growth and learning.

STAKEHOLDERS, SPATIAL LOCATIONS AND TIME HORIZONS IN AN EXTENDED SOCIAL COST-BENEFIT ANALYSIS: A CASE OF PIPALPANKHA WATER RESOURCE PROJECT

2009 ◽  
Vol 11 (02) ◽  
pp. 245-265 ◽  
Author(s):  
P. RAM BABU ◽  
NALLATHIGA RAMAKRISHNA
Keyword(s):  
Decision Making ◽  
Water Resource ◽  
Social Cost ◽  
Cost Benefit Analysis ◽  
Cost Benefit ◽  
Development Project ◽  
Development Projects ◽  
Benefit Analysis ◽  
Time Horizons ◽  
Spatial Locations

Cost-Benefit Analysis (CBA) has been serving as an important tool for decision making with regard to the development projects involving large investments. The Social Cost-Benefit Analysis (SCBA) is an extension of the CBA to certain social impacts, which hitherto were not measured. As the impacts of development projects on ecology and environment assumed importance, measuring the corresponding costs and benefits also began to assume significance. With the advancement in economic valuation techniques over time, measurement could be done and the framework of SCBA has been extended to incorporate the same. Moreover, unlike the CBAs, which do not account for the distributional aspects, the SCBA can potentially account for these. This paper presents a case study of extending the SCBA framework to include social and environmental impacts of a large water resource development project in India. It emphasises the distribution of project benefits and costs over stakeholders, spatial locations and time horizons so as to demonstrate the utility of extended SCBA in project decision making. It is observed that both the numeraire measure i.e. cost-benefit ratio, as well as the distributional analysis present a favourable case for the project.

Batch-based agile program management approach for coordinating IT multi-project concurrent development

2021 ◽  
pp. 1063293X2110152
Author(s):  
Qing Yang ◽  
Yingxin Bi ◽  
Qinru Wang ◽  
Tao Yao
Keyword(s):  
Software Development ◽  
New Technologies ◽  
Program Management ◽  
Agile Development ◽  
Management Approach ◽  
Development Projects ◽  
Project Development ◽  
Concurrent Development ◽  
Communication And Coordination ◽  
Development Practice

Software development projects have undergone remarkable changes with the arrival of agile development approaches. Many firms are facing a need to use these approaches to manage entities consisting of multiple projects (i.e. programs) simultaneously and efficiently. New technologies such as big data provide a huge power and rich demand for the IT application system of the commercial bank which has the characteristics of multiple sub-projects, strong inter-project correlation, and numerous project participating teams. Hence, taking the IT program management of a bank in China as a case, we explore the methods to solve the problems in multi-project concurrent development practice through integrating the ideas of program and batch management. First, to coordinate the multi-project development process, this paper presents the batch-based agile program management approach that synthesizes concurrent engineering with agile methods. And we compare the application of batch management between software development projects and manufacturing process. Further, we analyze the concurrent multi-project development practice in the batch-based agile program management, including the overlapping between stages, individual project’s activities, and multiple projects based on common resources and environment to stimulate the knowledge transfer. Third, to facilitate the communication and coordination of batch-based program management, we present the double-level responsibility organizational structure of batch management.

Ship of the Future

1991 ◽  
Vol 28 (04) ◽  
pp. 197-212
Author(s):  
K. Paetow
Keyword(s):  
Research And Development ◽  
Organizational Structure ◽  
Development Projects ◽  
Main Task ◽  
Focal Points ◽  
Marine Research ◽  
The Third ◽  
Operational Costs ◽  
The Future

In 1980 work began on one of the most intensive and comprehensive marine research and development projects—the German Ship of the Future. The main task was the reduction of the operational costs of a vessel. After five years of work the project was successfully finished with the maiden voyage of the first SdZ prototype ship. The paper describes first the R&D project itself. The organizational structure, the financial background and some examples of development topics are explained. The second part deals with the conversion of the outcomes of the R&D project into the reality of a containership. The third part gives, by example of some focal points of the newly developed ship service technique, a broad description of the HDW-SdZ prototype ships and their economy. A short outlook to further developments concludes the paper.

METHODOLOGY FOR CHOOSING THE ORGANIZATIONAL STRUCTURE OF ENTERPRISE MANAGEMENT

2020 ◽  
Vol 10 (9) ◽  
pp. 2003-2012
Author(s):  
O.V. Karpets ◽  
◽  
A.V. Sinitsyn ◽  
A.V. Firsova ◽  
◽  
...  
Keyword(s):  
Organizational Structure ◽  
Economic Activity ◽  
Organizational Structures ◽  
External Factors ◽  
Enterprise Management ◽  
Urgent Problem ◽  
Internal Factors ◽  
The Moment ◽  
Internal And External Factors

This article discusses the problem of choosing the correct and effective organizational structure of enterprise management for its correct functioning. The existing types of organizational structures of enterprise management, which are used in practice today, are analyzed, and their positive, negative sides and the type of enterprises for which they can be used are revealed. Along with this, this article discusses and describes methods for choosing an organizational structure for an enterprise. Also, during the study, internal and external factors were identified that affect the choice of an organizational structure. Based on the analysis, a methodology for choosing the most effective type of organizational structure for enterprises was drawn up. The question of choosing an organizational structure is acute for every manager at the very beginning of the operation of an enterprise, because the quality of performance of functions, both of individual divisions and of the entire enterprise as a whole, directly depends on this. Among many types of organizational structures in this study, the types of organizational structures that are most adaptable to changes in external and internal factors are identified. This study provides methods and tools for selecting the appropriate organizational structure for any enterprise. At the moment, some methods, be it goal structuring or computer modeling, are not widely used, which in turn makes it difficult to choose an effective organizational structure for enterprise management. The choice of an effective organizational structure is an extremely urgent problem today for every entrepreneur, who is interested in the stable economic activity of his or her enterprise.

Process and trends in strategy and form of organizational structures (research of Istrian Partnership Companies of Hospitality)

1997 ◽  
Vol 3 (2) ◽  
pp. 343-362
Author(s):  
Marli Gonan Božac ◽  
Marčelo Dujanić ◽  
Tihomir Vranešević
Keyword(s):  
Organizational Structure ◽  
Dynamic Process ◽  
Top Management Team ◽  
Executive Leadership ◽  
Organizational Structures ◽  
Management Team ◽  
Top Management ◽  
Organizational Redesign

The success of partnership companies of hospitality depends on occasional and constant improvements. The two most important stimuluses of improvement are the change of organizational structures (organizational redesign), and the executive leadership. The executive leadership and thereby the top management team has the key role. The redesign of organizational structures has to be a dynamic process which will enable the compatibility with its surrounding. The analysis of the organizational structure and strategy is conducted on the sample of Istrian partnership companies of hospitality.

scholarly journals Suppliers’ software development project start-up practices

2017 ◽  
Vol 10 (4) ◽  
pp. 880-896
Author(s):  
Helena Merikoski ◽  
Paula Savolainen ◽  
Jarmo J. Ahonen
Keyword(s):  
Life Cycle ◽  
Software Development ◽  
Development Project ◽  
Cycle Phase ◽  
Development Projects ◽  
Content Type ◽  
Business Context ◽  
Software Development Project ◽  
Business Goals ◽  
Start Up

Purpose The purpose of this paper is to present a life cycle phase of a software development project which is substantial for the success of the project. This paper visualizes the project start-up phase from suppliers’ perspective. Design/methodology/approach The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings The study resulted in a model of a supplier’s software project start-up which includes start-up practices and involved roles. The results indicate that project start-up is an integral and structured phase of project life cycle, which influences the execution of a software development project, especially from the supplier’s perspective in the project business context. Research limitations/implications The study focuses on the start-up phase of software development projects delivered to external customers. Therefore, developed project start-up model is applicable as such in software supplier firms. Practical implications The project start-up model presented in this paper indicates that project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the project and helps to achieve the business goals of a project. Originality/value This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying projects in the project business context. The findings contribute the new knowledge for managing outsourced software development projects.

scholarly journals Multinational Banks and Supranational Supervision

2018 ◽  
Vol 32 (8) ◽  
pp. 2997-3035 ◽  
Author(s):  
Giacomo Calzolari ◽  
Jean-Edouard Colliard ◽  
Gyongyi Lóránth
Keyword(s):  
Organizational Structure ◽  
Organizational Structures ◽  
Unintended Consequences ◽  
Coordination Failures ◽  
The Public ◽  
Oxford University ◽  
Multinational Banks ◽  
Editorial Decision ◽  
Public Costs ◽  
Published Paper

Abstract Supervision of multinational banks (MNBs) by national supervisors suffers from coordination failures. We show that supranational supervision solves this problem and decreases the public costs of an MNB’s failure, taking its organizational structure as given. However, the MNB strategically adjusts its structure to supranational supervision. It converts its subsidiary into a branch (or vice versa) to reduce supervisory monitoring. We identify the cases in which this endogenous reaction leads to unintended consequences, such as higher public costs and lower welfare. Current reforms should consider that MNBs adapt their organizational structures to changes in supervision. Received January 9, 2017; editorial decision September 15, 2018 by Editor Philip Strahan. Authors have furnished an Internet Appendix, which is available on the Oxford University Press Web site next to the link to the final published paper online.

scholarly journals SELECTED INNOVATION TOOLS IN DESIGNING PROCESS MANAGEMENT

2021 ◽  
Vol 26 (4) ◽  
pp. 61-68
Author(s):  
Tomáš Novotný ◽  
Simona Novotná
Keyword(s):  
Organizational Structure ◽  
Environmental Conditions ◽  
System Integration ◽  
Process Management ◽  
Cluster Structure ◽  
Organizational Structures ◽  
Industrial Clusters ◽  
Management Process ◽  
Current Position ◽  
Agile Project Management

This contribution deals with the specification of the current immunity of strategy and status and level of procedural management in special organizational structures referred to as industrial clusters. It represents selected specifics of the design and application of innovative tools, system integration, and agile project management of clusters. It describes and explains the context between the strategy, the organizational structure, and the need for project procedural management at the current position and competitiveness of clusters on the market in demanding energy and environmental conditions. In the end, it shall submit its own author's design scheme for a new organizational project aimed at a cluster structure and draft management process and coordination of clustered projects for their clients.

Sign in / Sign up

Export Citation Format

Share Document