scholarly journals International business project and competence profile of the project management team (part 2)

2021 ◽  
pp. 108-114
Author(s):  
S.P. Oleynik ◽  
Keyword(s):  
Project Management ◽  
International Business ◽  
Management Team ◽  
International Project ◽  
Management Process ◽  
Cross Border ◽  
Management Processes ◽  
The Subject ◽  
Product Creation ◽  
Competence Profile

Potential participants in cross-border resource exchange have been identified as representatives of the subject composition of the international project. The typification of cross-border flows of goods has been carried out. Changes in the content of management processes associated with the transition of the project to the «international» category are shown. The list of competencies required to manage projects in this category is provided. It is concluded that the competence profile of the project management team should reflect the balance of competencies in the three components of a single management process — project management processes, product creation processes and supporting (supporting) processes.

scholarly journals Risk Management as a Process Security Tool

2019 ◽  
Vol 1 (1) ◽  
pp. 234-239 ◽  
Author(s):  
Anna Kiełbus ◽  
Dariusz Karpisz
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Literature Review ◽  
Rapid Prototyping ◽  
International Project ◽  
Management Process ◽  
Process Safety ◽  
Successful Completion ◽  
Management Processes ◽  
Risk Management Process

AbstractThe article presents the essence and significance of risk management processes in the project, as the key field for successful completion of the project, in the field of project management. Based on literature review, the methods and standards of risk management in the project as well as standards related to process safety were defined. The risk management process according to the PMBoK methodology was discussed as an example of an international project entitled 3DCentral – Catalyzing Smart Engineering and Rapid Prototyping.

VLITP Management Framework

2009 ◽  
pp. 188-207
Author(s):  
Matthew Guah
Keyword(s):  
Project Management ◽  
Management Team ◽  
Process Models ◽  
Legacy Systems ◽  
Management Process ◽  
Management Framework ◽  
Specific Process ◽  
Management Processes ◽  
Human Interventions ◽  
Process Execution

The traditional way to achieve the automatic execution of project management processes is to develop or purchase an application that executes the steps required. However, in practice, these applications only execute a small part of the overall process. Execution of a complete VLITP management process can also be achieved by using a framework of software with human interfaces, where needed when applications are not able to execute the management process automatically. Certain aspects of VLITP management process can only be accomplished with human interventions. Due to the complexity of managing VLITP, changing the scope is costly and an overview of the VLITP and their state is difficult to obtain. In order to effectively deliver its objectives, VLITP often requires that the underlying activities be constructed according to the principles of a framework. Thus, it is often difficult to make a suite of existing legacy systems fit with a VLITP. The commercial project management market has focused on specific process models to reduce the complexity of VLITP management This chapter presents a framework that provides the basis for identifying and describing generally accepted principles and practices of VLITP. The purpose is to guide the project management team of VLITP in the execution of one of the most challenging jobs in business today.

scholarly journals International business project and competence profile of the project management team (part 1)

2021 ◽  
pp. 37-46
Author(s):  
S.P. Oleynik ◽  
◽  
L.I. Matyna
Keyword(s):  
Project Management ◽  
International Business ◽  
Systematic Approach ◽  
Spatial Localization ◽  
International Project ◽  
Classification Feature ◽  
The Subject ◽  
Definition Of ◽  
Necessary And Sufficient

The authors showed the role of project categorization in solving the problems of project management. Based on the systematic approach and the application of logical analysis, it is argued that the definition of the project category already at the stage of its initiation allows to determine the main attributes of the management process and formulate the requirements to the composition of the project team competencies. The classification feature of international business projects is revealed. It is shown that the classification attribute reflecting the nature of relations between the project participants and taking into account the spatial localization of national legal systems, is the only acceptable for the definition of projects of this type. The author’s definition of the concept of «international project» is given. The subject composition of the international project, as well as the necessary and sufficient components of the conditions of attributing the project to the category of international.

Managing Information for a Risk Based Approach to Stakeholder Management

2015 ◽  
pp. 320-333
Author(s):  
Franco Caron ◽  
Fulvio Salvatori
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Management System ◽  
Quantitative Estimate ◽  
Stakeholder Management ◽  
International Project ◽  
Project Management System ◽  
Management Processes ◽  
Pipe Line

This paper proposes a risk based approach in order to obtain a quantitative estimate of the salience of the stakeholders involved in a project. The integration between stakeholders and risk management processes in the Project Management System allows us to realize a twofold objective: a quantitative estimate of the salience of each stakeholder in terms of the contribution to the overall project riskiness and an identification of the most effective responses as a function of the dynamics of the risks generated by each stakeholder. The proposed approach has been applied to an international project concerning the building of a pipe line.

Project Management in IT Type University Spin-Offs

2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Organizational Structure ◽  
Business Failure ◽  
Management Process ◽  
Technology Project ◽  
Industry Competition ◽  
Management Processes ◽  
Information Technology Project ◽  
Information Technology Project Management

Poor project management in IT companies, strong industry competition, and small firm fragility are some of the most often cited arguments to justify business failure. This chapter provides an integrated view of concepts involved in information technology project management in university spin-off companies. It includes a presentation of a success story of an IT university spin-off, which from the very beginning of its activity focused mainly on project management processes. The chapter explains how university spin-off organizational structure influences the project management process and discusses important methods and approaches that can determine IT spin-off successes.

scholarly journals Modified Method of Automation Decision-Making Management Process for the Project Management Team Creation

2019 ◽  
pp. 32-39
Author(s):  
Оksana V. Chorna ◽  
◽  
Lesya A. Lyushenko ◽  
Natalia A. Rybachok ◽  
◽  
...  
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Management Team ◽  
Management Process ◽  
Modified Method

Inter-Relationships between an Enterprise's Strategic Management Process and Its Program/Project Portfolio Management Process

2017 ◽  
pp. 39-60
Author(s):  
Russell Dean Archibald
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Portfolio Management ◽  
Management Practices ◽  
Management Process ◽  
Project Portfolio Management ◽  
Management Processes ◽  
Strategic Project ◽  
Strategic Management Process

This chapter describes and clarifies the boundaries between strategic management and project/program portfolio management (PPPM) processes, and identifies who holds primary responsibilities for key elements of these inter-related sets of management processes. The main issues considered include: The differences between strategic project management and operational project management. The elements in the strategic project management practices and processes that should be considered to be within the responsibility of ‘project management.' The role of a typical PMO in relation to 1) strategic management processes, and 2) both the strategic and operational project management processes. The importance of identifying the differences between transformative and commercial projects and programs and also between the major categories of projects and programs within enterprises. The origins of the two basic types of projects within project-driven compared to project-dependent enterprises.

Design Thinking and Creative Technologies in Project Management: Multi-Stage Approach

2021 ◽  
pp. 31-45
Author(s):  
Natal'ya Vishnevskaya ◽  
A. Afonina
Keyword(s):  
Project Management ◽  
Organizational Development ◽  
Design Thinking ◽  
Management Practice ◽  
Multi Stage ◽  
Management Processes ◽  
Manager Role ◽  
Innovation Product ◽  
Product Creation ◽  
Project Lifecycle

The present article is devoted to the issues of applying design thinking and other creative technologies destined at the development of innovational solutions of the existing tasks and restrictions in project management processes. The authors are developing a conceptual framework by defining the focus of application of creative technologies in the project management practice as well as are proposing a custom approach to the application of the relevant instruments based on the project type and its lifecycle phases. The findings are made on the basis of fundamentals of project management, strategic management and design thinking methodology, as well as the authors’ own applied studies and experience in project and program management. The proposed approach allows broadening theoretical learnings on the project lifecycle stages from the perspective of creating and developing business innovations, as well as on the project manager role and skills, which in turn helps to resolve complex issues and controversies connected to the application of the existing project management methods in the organizational development and innovation product creation processes.

Considering Sustainability in Project Management Processes

2015 ◽  
pp. 311-334 ◽  
Author(s):  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Business Models ◽  
Corporate Communication ◽  
Future Generations ◽  
Annual Reports ◽  
Management Process ◽  
Management Processes ◽  
Project Management Processes ◽  
The Impact ◽  
Further Development

Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.

Considering Sustainability in Project Management Processes

2016 ◽  
pp. 1927-1951
Author(s):  
Gilbert Silvius
Keyword(s):  
Project Management ◽  
Business Models ◽  
Corporate Communication ◽  
Future Generations ◽  
Annual Reports ◽  
Management Process ◽  
Management Processes ◽  
Project Management Processes ◽  
The Impact ◽  
Further Development

Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.

Sign in / Sign up

Export Citation Format

Share Document