Research of the toolkit features for the evaluation and development of project-oriented management in a full cycle engineering company

Introduction. Analysis of existing foreign and Russian project management maturity models revealed the absence of tools for assessing the maturity of project management, which would take into account the specifics of the functioning of engineering companies and the implementation of engineering projects. The uniformity of such models limits the list of evaluated aspects of project management, which does not allow to fully cover the project management processes operating in engineering companies. Such processes should include engineering, management of intangible assets, control and acceptance of the results of engineering works, management of construction and installation works, and so on. To solve the problem, it is necessary to develop special tools for the assessment and development of project management, which will take into account engineering-specific processes. The toolkit will allow to quantify the degree of implementation of the project approach to the activities of an engineering company and to plan the continuous improvement of the processes and tools of project management in it. The subject of the research is the development of tools for assessing and developing project-oriented management in a full-cycle engineering company. Materials and methods. Applied the method of comparative analysis, survey method and method of semi-structured interviews. Results. The article formulates the features of project management in engineering companies. The main types of maturity models of project management are considered, their distinctive features are revealed. Tools for the evaluation and development of project management for the Russian engineering company full cycle are formulated. The assessment of the levels of formalization of project management processes was carried out, their current and target states were determined. Set of measures for the development of processes and tools of project management is planned. Conclusions. The toolkit for project management evaluation and development proposed in the article allows to carry out structural analysis of project management processes and the level of their formalization, to implement improvements based on the results of evaluation not only in the engineering company under consideration, but also in project-oriented organizations implementing similar projects.

Download Full-text

Homeworking Project Management & Agility as the New Normal in a Covid-19 World

10.31235/osf.io/5atf2 ◽

2021 ◽

Author(s):

Patcharin Sonjit ◽

Nicholas Dacre ◽

David Baxter

Keyword(s):

Project Management ◽

Global Scale ◽

Primary Concern ◽

Structured Interviews ◽

New Normal ◽

Global Pandemic ◽

Management Processes ◽

Organisational Routines ◽

Project Management Processes ◽

High Level

The Covid-19 global pandemic crisis has had a deep and profound impact on fundamental elements of society, the economy, and the environment as a whole. Key organisations, businesses, sectors and industries vital for delivering crucial projects have been affected by the relatively fast onset of Covid-19 on a global scale. As a result, organisational routines and project management processes that would have focused on established methods and practices have incurred dramatic changes leading to a greater emphasis on agility as part of a more exhaustive strategic Covid-19 world, where new routines and processes become embedded as the new normal. This research focuses on the increased demand in Homeworking Project Management (HPM) and more significant agility requirements across dispersed virtual project management teams. Initial insights from semi-structured interviews with a cross-section of 12 high-level project professionals suggest that; (i) Transitional homeworking project management processes have a direct impact on collaborative and operational routines; (ii) There is a greater level of demand on agility with HPM teams which do not necessarily have the organisational infrastructure to support these, (iii) Technological resources are becoming a primary concern with inequality of information across HPM teams, and (iv) Increasing critical bottlenecks across dispersed HPM teams is adversely affecting tenable project outcomes.

Download Full-text

Methodology to Improve the Maturity of Project Management at Industrial Enterprises

Diverse Applications and Transferability of Maturity Models - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7080-6.ch012 ◽

2019 ◽

pp. 316-345

Author(s):

Henrieta Hrablik Chovanová ◽

Dagmar Babčanová ◽

Natália Horňáková ◽

Jana Samáková ◽

Helena Makyšová

Keyword(s):

Project Management ◽

Slovak Republic ◽

Industrial Enterprise ◽

Maturity Level ◽

Large Area ◽

Maturity Models ◽

Industrial Enterprises ◽

Management Processes ◽

Project Management Processes ◽

The Individual

This chapter deals with the need of analyze the course of project management processes with the help of maturity models. These models enable corporate plants finding out the level on what they plan and carry out projects, and they also help to retain or increase this level. Moreover, they offer plants the possibility of comparing their level of project use and project management to those of other plants, and thus enable plant finding out whether they are competitive enough in particular field. The methodology for improving the maturity of project management in industrial enterprises in the Slovak Republic will be described in the chapter. The individual maturity levels of enterprises in project management will also be characterized. By the setting of the criteria for transition to a higher maturity level, a large area of project management will be divided into smaller units, which is important in order to identify the areas of the project management where the specific industrial enterprise is behind and in which areas its results are positive.

Download Full-text

An Innovative Approach to the Development of Project Management Processes for Small-scale Projects in a large Engineering Company

INCOSE International Symposium ◽

10.1002/j.2334-5837.2015.00099.x ◽

2015 ◽

Vol 25 (1) ◽

pp. 819-839 ◽

Cited By ~ 11

Author(s):

Claude Y. Laporte ◽

Frédéric Chevalier

Keyword(s):

Project Management ◽

Innovative Approach ◽

Small Scale ◽

Management Processes ◽

Engineering Company ◽

Project Management Processes

Download Full-text

An Innovative Approach to the Development of Project Management Processes for Small-Scale Projects in a Large Engineering Company

Effective Standardization Management in Corporate Settings - Advances in IT Standards and Standardization Research ◽

10.4018/978-1-4666-9737-9.ch007 ◽

2015 ◽

pp. 123-160 ◽

Cited By ~ 6

Author(s):

Claude Y. Laporte ◽

Frédéric Chevalier

Keyword(s):

Project Management ◽

Large Scale ◽

Economic Benefits ◽

Small Scale ◽

Cost Overruns ◽

Medium Scale ◽

Management Processes ◽

Engineering Company ◽

Project Management Processes ◽

The Cost

A 400-employee Canadian division of a large American engineering company has developed and implemented project management processes for their small-scale and medium-scale projects. The company was already using a robust project management process for their large-scale projects. The objectives of this project were to reduce cost overruns and project delays, standardize practices to facilitate the integration of new managers, increase the level of customer satisfaction and to reduce risk-related planning deviations. For this project, the engineering organization used the ISO/IEC 29110 standards developed specifically for very small entities, i.e. organizations, having up to 25 people. An analysis of the cost and the benefits of the implementation of small and medium scale project management processes was performed using the ISO economic benefits of standard methodology. The engineering enterprise estimated that, over a three-year timeframe, savings of about 780,000$ would be realized due to the implementation of project management processes using the ISO/IEC 29110 standard.

Download Full-text