PROJECT MANAGEMENT FOR OTG DEVELOPMENT (BEST PRACTICES)

2017 ◽  
Author(s):  
Viktoriya Tytok ◽  
◽  
Elina Moroz ◽  
Tetiana Artiukh ◽  
◽  
...  
Keyword(s):  
Project Management ◽  
Community Development ◽  
Best Practices ◽  
Energy Saving ◽  
Industrial Development ◽  
Power Plants ◽  
Value Added ◽  
Development Projects ◽  
Development Fund ◽  
Community Transformation

The article considers the best practices of project management for the development of UTC in Ukraine. Emphasis is placed on the successful experience of implementing infrastructure and social projects, energy saving projects, waste sorting and recycling, tourism, participatory budgeting and industrial development, and attracting investment from small integrated territorial communities. A number of shortcomings in the implementation of UTC development projects have been identified, which mainly relate to excessive budget expenditures on landscaping projects without creating appropriate conditions for business development, industrial production and expansion of local budget sources. It is noted that the information campaign on the implementation of UTC development projects should be continuous and reach a larger audience. Based on the analysis of best practices in the implementation of UTC development projects, it is argued that the main driving force of sustainable development of a united community is not staff skills or sufficient funding, but creativity, cohesion and strategic vision of community transformation. In particular, it has been proved that without great financial opportunities many successful UTC s managed to organize waste sorting and processing, economic cooperatives, factories, festivals, widely implement participatory budget and energy saving projects, construction of solar power plants, etc. An important element in building a prosperous community has been their participation in various grants, which have become one of the reliable sources of project funding. As recommendations, it is proposed to create a community development fund, improve strategic planning to create conditions for the development of value-added production in communities and the introduction of crowdfunding to accumulate funds for projects. The study of community development in Ukraine's neighboring countries for the implementation of best practices into domestic realities has been identified as promising areas for further research.

PROJECT MANAGEMENT IN THE TRANSITION TO A CIRCULAR ECONOMY

2021 ◽  
pp. 21-26
Author(s):  
Sergey Bushuyev ◽  
Denis Bushuiev ◽  
Victoria Bushuieva ◽  
Olena Verenych
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Organizational Development ◽  
Circular Economy ◽  
Cost Effective ◽  
Life Cycles ◽  
Development Projects ◽  
Waste Products ◽  
The World ◽  
The Impact

The problem of creating effective models, methods and tools for strategic management of projects and programs for the development of organizations in the transition to a circular economy. Global trends in the development of organizations prove that the world is transforming with acceleration. The life cycle of knowledge and technologies for managing complex projects and programs is significantly reduced. The technical and technological complexity of organizational development projects increases due to innovations. These trends create significant challenges in the development of project management systems and programs for the formation of a circular economy in Ukraine. This is especially true of projects and programs in conditions of uncertainty about the impact of COVID 19 and anticipation of a global crisis after a pandemic. Today, the application of proven best practices (benchmarking) is no longer a way forward. Forming a vision, goals and strategy for the implementation of organizational development projects in advance makes our actions rigid, not flexible. When creating a project or program begins with focusing on what is valuable to our customers and the country, it is enough for us to use best practices. But the complexity and innovative orientation of development projects of organizations in the transition to a circular economy creates a number of challenges. One of the answers to these challenges is cost-effective work on project management and development programs, taking into account the trends of transition to a circular economy. Project management teams learn to distinguish between what is valuable and what doesn't matter, this is the path that management methodologies have taken for decades. A number of projects have taken the first steps in implementing the necessary cost-effective / flexible transition that supports sustainability and adaptability to turbulent environmental changes. In the conditions of modern destructive economic relations in the world community the problem of a choice of strategy of projects as drivers of development of the organizations is vital. One of the key approaches to the development of the EU is the transition to a circular economy with maximum utilization of both waste products and projects, and the disposal of project products after the end of product life cycles.

Application of Business Rules in Design Processes to Tackle Uncertainty in Product Development

2009 ◽  
Author(s):  
Daniel Spieß ◽  
Reiner Anderl
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Best Practice ◽  
Workflow Management ◽  
Optimal Solution ◽  
Project Planning ◽  
Management Systems ◽  
Development Projects ◽  
Business Rules ◽  
Project Plan

The development of innovative industrial products and systems, like e.g. aeronautical parts, is characterized by its complex processes under tight constraints. The involvement of multiple disciplines, departments and subcontractors to plan and create the optimal solution to fulfill given requirements under the constraints of time, money and quality leads to an urgent need in professional project management and monitoring. Although project management allows the comprehensive planning of the processes, detailed workflows and their implementation cannot directly be enforced, controlled and documented. Especially the lack in documentation and traceability leads to uncertainty in project execution and monitoring, as well as unconformity within the development of vital and safety critical products and systems. Best practices are substituted by ad hoc steps to meet deadlines like milestones and sync-points. Workflow management systems, which could offer some support to reduce addressed uncertainty, do not cover all involved parties and are not directly linked to the project management, leading to characteristic problems in such development projects. This paper presents a new approach to enforce the implementation of planned project plans in development projects with multiple development parties, based on business rules to increase traceability and documentation as well as to promote the adoption of best practices in project execution. The emphasis is placed on two aspects, namely a methodology of modularization of project plans and the formulation in business rules which are to be executed in business rules management systems as well as the implementation of a best practice repository based on the project plan modules. The modularization of project plans in combination with a linked business rules management system allows on the one hand promoting best practice application in project execution and on the other hand to save gathered project planning knowledge based on the actual implementation of the plan and to reuse it in forthcoming similar projects. A further important advantage is the ability to plan and enforce documentation of the actual execution of work packages and deviation from the plan, with a major impact on traceability. The work presented here has a valuable implication on the traceability in complex development processes and facilitate the application of best practices through project management by providing project plan modules with attached rules for their implementation in workflows.

Enhancing DotProject to Support Risk Management Aligned with PMBOK in the Context of SMEs

2015 ◽  
Vol 6 (2) ◽  
pp. 40-60 ◽  
Author(s):  
Rafael Queiroz Gonçalves ◽  
Elisa de Freitas Kühlkamp ◽  
Christiane Gresse von Wangenheim
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Best Practices ◽  
Software Development ◽  
Small And Medium Enterprises ◽  
Management Tool ◽  
Development Projects ◽  
Management Tools ◽  
Management Processes ◽  
Medium Enterprises

Many problems in software development projects are due to risks and could be avoided or minimized if identified and treated pro-actively. In this context, software tools to support risk management could be very helpful. However, it is difficult to find a project management tool, accessible to Small and Medium Enterprises (SMEs) that provides adequate support to risk management in conformance with best practices such as the PMBOK. Therefore, this paper has the objective to review support provided by popular project management tools with respect to risk management and to present enhancements made to the open-source tool – dotProject – in order to systematically support risk management aligned with the PMBOK. An initial evaluation identified benefits in the implementation of risk management processes in software SMEs, and, thus, contributing to their projects' success.

Reserves energy saving under the automated control of powerful ventilators of the steam boilers of power plants

2017 ◽  
Vol 2017 (1) ◽  
pp. 67-73
Author(s):  
G. Kanyuk ◽  
◽  
A. Mezerya ◽  
I. Suk ◽  
I. Babenko ◽  
...  
Keyword(s):  
Energy Saving ◽  
Power Plants ◽  
Automated Control ◽  
Steam Boilers

scholarly journals Exploring the Effects of Industrial Structure, Technology, and Energy Efficiency on China’s Carbon Intensity and Their Contributions to Carbon Intensity Target

2020 ◽  
Vol 12 (19) ◽  
pp. 8016
Author(s):  
Feng Wang ◽  
Min Wu ◽  
Jiachen Hong
Keyword(s):  
Energy Efficiency ◽  
Energy Saving ◽  
Historical Development ◽  
Industrial Development ◽  
Industrial Structure ◽  
Electricity Production ◽  
Mitigation Measures ◽  
Carbon Intensity ◽  
Intermediate Input ◽  
Residential Energy

To achieve the national carbon intensity (NCI) target, China should adopt effective mitigation measures. This paper aims to examine the effects of key mitigation measures on NCI. Using the input-output table in 2017, this paper establishes the elasticity model of NCI to investigate the effects of industrial development, intermediate input coefficients, energy efficiency, and residential energy saving on NCI, and further evaluates the contributions of key measures on achieving NCI target. The results are shown as follows. First, the development of seven sectors will promote the increase of NCI while that of 21 sectors will reduce NCI. Second, NCI will decrease significantly with the descending of intermediate input coefficients of sectors, especially electricity production and supply. Third, improving energy efficiency and residential energy saving degree could reduce NCI, but the latter has limited contribution. Fourth, the development of all sectors will reduce NCI by 10.11% in 2017–2022 if sectors could continue the historical development trends. Fifth, assuming that sectors with rising intermediate input coefficients would keep their coefficients unchanged in the predicting period and sectors with descending coefficients would continue the historical descending trend, the improvement of technology and management of all sectors will reduce NCI by 14.02% in 2017–2022.

scholarly journals Role of Local Government in Community Development Projects in Nsukka Local Government Area of Enugu State, Nigeria: Implication for Adult Educators

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110266
Author(s):  
Matthias U. Agboeze ◽  
Georgina Chinagorom Eze ◽  
Prince Onyemaechi Nweke ◽  
Ngozi Justina Igwe ◽  
Onyeodiri Charity Imo ◽  
...  
Keyword(s):  
Local Government ◽  
Community Development ◽  
Local Government Area ◽  
Adult Educators ◽  
Development Projects ◽  
Checks And Balances ◽  
Development Officers ◽  
Enugu State ◽  
The Government

This study examined the role of local government in community development in Nsukka Local Government Area of Enugu State, Nigeria. A total of 420 people participated in the study. The study sample of 420 persons comprised 220 community development officers selected from the study area and 200 adult educators randomly selected from Enugu State. The entire population of the study was used due to the size. A 21-item structured questionnaire developed by the researchers was used as the instrument for data collection. Mean and standard deviation were used to answer the research questions. The study revealed that the budget allocation sent by the government to the responsible departments in the local government is not always received as and when due for the effective implementation of community development projects. It was concluded that a higher monitoring authority should be set aside to monitor and supervise the existence of checks and balances between the regulations of the local government areas.

scholarly journals Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund

2017 ◽  
Vol 8 (2) ◽  
pp. 25 ◽  
Author(s):  
Mohammed S. Alamri ◽  
Thamir I. Al-Duhaim
Keyword(s):  
Organizational Commitment ◽  
Industrial Development ◽  
Affective Commitment ◽  
Positive Relationship ◽  
Negative Relationship ◽  
Simple Random Sample ◽  
Normative Commitment ◽  
Development Fund ◽  
Perceived Supervisor Support ◽  
Perceived Availability

The aim of this study is to examine employees perception of training provided by Saudi Industrial Development Fund (SIDF) and its relationship with organizational commitment. To achieve this aim, the study utilized a questionnaire consists of two validated, well established, international instruments: the first one is the perceived availability of training developed by Newman et al., (2011) and includes 22-item inventory that measures an individual on the training, the second instrument called commitment scale developed by Allen and Meyer, (1996) and includes 18-item inventory to identify a person’s commitment. This questionnaire has been distributed to a simple random sample consist of (200) employees of Saudi Industrial Development Fund. A total of (175) complete questionnaires has been received back at a response rate of (87%). After analyzing data and testing hypotheses, the main results of this study are:• There is a positive relationship between five training-related variables and affective commitment.• There is a positive relationship between two training-related variables (the perceived availability of training and perceived supervisor support for training) and two commitment-related variables (continuance and normative commitment).• There is a negative relationship between perceived co-worker support for training and two commitment-related variables (continuance and normative commitment).• There is no relationship between two training-related variables (the perceived benefits of training and motivation to learn) and two commitment-related variables (continuance and normative commitment).

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