scholarly journals Use of design methods in optimising the economic resources of an enterprise

VUZF Review ◽  
2021 ◽  
Vol 6 (4) ◽  
pp. 195-208
Author(s):  
Maciej Ślusarczyk ◽  
Izabella Kęsy ◽  
Patrycja Ślusarczyk
Keyword(s):  
Project Management ◽  
Process Management ◽  
Design Method ◽  
Economic Resources ◽  
Economic Indicators ◽  
Tool Selection ◽  
Economic Management ◽  
Management Tools ◽  
Original Plan ◽  
Selection Of

The main objective of the article was to show the relationship between the selection of appropriate economic indicators, correlating them with the appropriate project methods used in process management, and on the basis of this to show ways to improve management processes in this method. Presentation of economic resources, indicator dependencies and management tools in the project method was necessary to achieve the goal. The paper presents the authors' views on the essence of tool selection in the design method taking into account resources and economic aspects. The VUCA environment is also considered and characterized and described. The use of two methods adapted to project management has been proposed. The selection of these methods used in project management based on the analysis of economic resources, vibrating environment and the speed of response and planning in the company was justified. In the following article, the authors also proposed a selection of economic indicators on the basis of which it is possible to determine the degree of advancement of the project, its profitability and to indicate the critical points and places where delays may occur or the original plan may be exceeded. The indicators were selected in such a way as to be a representative group of comparisons in the field of economics, in the macro and micro environment, in the social field, in the resource field of the company and to show the economic aspect of these activities. By matching appropriate methods of project management with appropriate economic indicators, a model of economic-management relations was obtained, which used in management streamlines decision-making processes in the company and improves its effectiveness, profitability and resource efficiency.

scholarly journals Performance Measure of Project Management Automation Tool based on DevOps Selection Criteria for a General Purpose Software System

2019 ◽  
Vol 9 (1) ◽  
pp. 6263-6267
Keyword(s):  
Project Management ◽  
Selection Criteria ◽  
Research Work ◽  
General Purpose ◽  
Performance Measure ◽  
Project Planning ◽  
Tool Selection ◽  
Management Tools ◽  
Stage Of Development ◽  
Competence Level

DevOps, a cluster of tools to automate the tasks of building, testing and releasing the software, intends to optimize the end to end delivery lifecycle of software by eliminating the bottlenecks of each and every stage of development. This research paper presents the performance measure of different tools in the project planning and management phase of software development. Diverse tools exist for each and every phase of the development and depending on the outcome of the evaluation or selection criteria, tool with highest score is being chosen. This paper measures the performance of alternative project management tools viz. Jira, Trello, Leankit, AgileCraft based on these evaluation or selection criteria. To execute the underlying research work, a six-point scaling table is defined. The table measures the performance of project management automation tools and realizing their competence level score. This performance measure or the outcome as competence level score will be useful for the researchers or software developers to contemplate the best project management automation tool typically before making a decision about tool selection.

Achieving Agile Enterprise Through Integrated Process Management

2008 ◽  
pp. 208-221
Author(s):  
Ali Bahrami
Keyword(s):  
Project Management ◽  
Process Management ◽  
Workflow Management ◽  
Integrated Process ◽  
Process Definition ◽  
Work Processes ◽  
Management Tools ◽  
Workflow Execution ◽  
Resource Leveling ◽  
Scheduling Tool

Project management tools are used to manage projects from time as well as from resource leveling perspectives. Workflow management systems guide users through processes by driving the processes based on formal process definitions also called workflow types. This paper describes integrated process management system that will integrate project management, business process modeling, simulation and workflow technologies in order to support scheduled workflow execution. The target will be achieved by utilizing a tool for modeling work processes which can semi automatically generate workflow processes based on scheduling tool and then exported it to workflow engine via web services using XML process definition language (XPDL). Addition of simulation capability allows testing workflows before deployment.

Model P3S-VB

2020 ◽  
pp. 103-149
Author(s):  
Jaime Hernando Malagon-Barinas
Keyword(s):  
Project Management ◽  
Design Method ◽  
Scientific Research ◽  
Technological Capabilities ◽  
Definition Of ◽  
Technology Identification ◽  
Selection Of

This chapter describes and details the P3S-VB model: the Selection of Projects and Programs Portfolio Based on Value. The P3S-VB contributes to the discipline of project management and portfolios, in the definition of the constructs of an appropriate level of incorporation of capabilities, value and technology; identification of the range in which technological capabilities, projects and portfolios can create value; the processes for selecting the portfolio of projects based on value; and the alignment of benefit management and project management. The model was designed keeping the rigor of scientific research, following as a reference the DSR-IS science design method, with a focus on practical applicability.

Achieving Agile Enterprise Through Integrated Process Management

2010 ◽  
pp. 743-755
Author(s):  
Ali Bahrami
Keyword(s):  
Project Management ◽  
Process Management ◽  
Workflow Management ◽  
Integrated Process ◽  
Process Definition ◽  
Work Processes ◽  
Management Tools ◽  
Workflow Execution ◽  
Resource Leveling ◽  
Scheduling Tool

Project management tools are used to manage projects from time as well as from resource leveling perspectives. Workflow management systems guide users through processes by driving the processes based on formal process definitions also called workflow types. This paper describes integrated process management system that will integrate project management, business process modeling, simulation and workflow technologies in order to support scheduled workflow execution. The target will be achieved by utilizing a tool for modeling work processes which can semi automatically generate workflow processes based on scheduling tool and then exported it to workflow engine via web services using XML process definition language (XPDL). Addition of simulation capability allows testing workflows before deployment.

Features of the analysis of the financial condition of the research organization

2018 ◽  
Vol 34 (1) ◽  
pp. 82-88
Author(s):  
М. М. Pikalkina
Keyword(s):  
Project Management ◽  
Research Organization ◽  
Research Topics ◽  
Financial Condition ◽  
Cost Planning ◽  
Knowledge Intensive ◽  
Selection Of

In the article the peculiarities of the methodology of project management in knowledge-intensive enterprise. The analysis of the budgeting practices of research topics, presents the results of a study of their budgets. The authors focus on the formation of the expenditure side of budgets, cost planning on various counts. In the article the criteria of selection of the optimal budget.

scholarly journals The Role of Donor Agencies in Promoting Standardized Project Management in the Spanish Development Non-Government Organizations

2021 ◽  
Vol 13 (3) ◽  
pp. 1490
Author(s):  
Agustín Moya-Colorado ◽  
Nina León-Bolaños ◽  
José L. Yagüe-Blanco
Keyword(s):  
Project Management ◽  
International Development ◽  
Management Practice ◽  
Development Cooperation ◽  
Management Tools ◽  
Governmental Organization ◽  
Governmental Organizations ◽  
Non Governmental Organizations ◽  
Funding Mechanisms ◽  
Donor Agencies

Project management is an autonomous discipline that is applied to a huge diversity of activity sectors and that has evolved enormously over the last decades. International Development Cooperation has incorporated some of this discipline’s tools into its professional practice, but many gaps remain. This article analyzes donor agencies’ project management approaches in their funding mechanisms for projects implemented by non-governmental organizations. As case study, we look at the Spanish decentralized donor agencies (Spanish autonomous communities). The analysis uses the PM2 project management methodology of the European Commission, as comparison framework, to assess and systematize the documentation, requirements, and project management tools that non-governmental organizations need to use and fulfill as a condition to access these donors’ project funding mechanisms. The analysis shows coincidence across donors in the priority given to project management areas linked to the iron triangle (scope, cost, and time) while other areas are mainly left unattended. The analysis also identifies industry-specific elements of interest (such as the UN Sustainable Development Goals) that need to be incorporated into project management practice in this field. The use of PM2 as benchmark provides a clear vision of the project management areas that donors could address to better support their non-governmental organization-implemented projects.

A Contingency Perspective on Effective Prototyping

1993 ◽  
Vol 8 (2) ◽  
pp. 99-109
Author(s):  
Oscar Gutierrez
Keyword(s):  
Project Management ◽  
Problem Solving ◽  
Organizational Support ◽  
Linear Problem ◽  
Systems Development ◽  
Social Mechanism ◽  
Contingency Perspective ◽  
Future Developments ◽  
Product And Process ◽  
Selection Of

Current demands on prototyping emphasize increasingly complex and dynamic applications that require sophisticated social mechanism and process enablers. However, much of the emphasis placed today in systems development under prototyping focuses on the supporting technology. The imbalance between product and process perspectives under this approach is explored. A view of prototyping effectiveness is presented in terms of non-linear problem solving, adequate technical and procedural solutions, and organizational support. Implications of this view are presented on the selection of prototyping techniques and on project management concerns. Future developments in prototyping practice are explored.

scholarly journals Outsourcing scorecard for the UN and similar international public sector organisations

2011 ◽  
Vol 12 (3) ◽  
pp. 327-342
Author(s):  
Ken Charles ◽  
Chris E Cloete
Keyword(s):  
Public Sector ◽  
Core Competencies ◽  
Peace Building ◽  
International Organisations ◽  
Support Functions ◽  
Management Tools ◽  
Peacekeeping Operations ◽  
Goals And Objectives ◽  
Selection Of

Outsourcing has become one of the most powerful, organisation-shaping management tools available today. However, the UN’s experience in outsourcing is limited to providing troops for peacekeeping operations.  The purpose of the paper is to develop an outsourcing scorecard for the UN and similar organisations.  Forty national and international organisations were surveyed through questionnaires, review of relevant literatures and records. The research established that by identifying core competencies, goals and objectives, risks, selection of provider as well as measurements and evaluation of providers performance using an outsourcing scorecard, support functions can be outsourced successfully. Other criteria indicated as important is peace-building, suitable for humanitarian organisations. The scorecard developed by the research could provide the UN with a number of benefits, such as maximization of efficiency and savings in costs.  The paper develops the first outsourcing scorecard to guide the UN and similar organisations in identifying services that can be outsourced successfully.

scholarly journals Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships

2021 ◽  
Vol 13 (11) ◽  
pp. 6347
Author(s):  
Marco Nunes ◽  
António Abreu ◽  
Célia Saraiva
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Research Literature ◽  
Management Tools ◽  
Dynamic Interactions ◽  
Major Factors

Projects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application.

USING PROJECT MANAGEMENT TOOLS TO IMPROVE THE EFFICIENCY OF INVESTMENT PROJECTS IN CONSTRUCTION

2021 ◽  
Vol 14 (1) ◽  
pp. 83-88
Author(s):  
Svetlana Mikhailovna SYCHEVA ◽  
◽  
Elena Yury’evna KUZMINA ◽  
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Integrated Approach ◽  
Construction Sector ◽  
Management Tools ◽  
Investment Projects ◽  
Key Characteristics ◽  
Project Costs ◽  
Team Project ◽  
Key Indicators

The article discusses the features of the implementation of investment projects in the construction industry, the main trends in project management in this area. The importance of the construction industry for the country’s economy is substantiated, the key indicators of the construction sector and its contribution to GDP are highlighted. The analysis of the development of the construction industry for the period from 2009 to 2020 is carried out. The reasons for the decrease in investment in construction are identified, among them the most important ones are highlighted. In the article discusses the key characteristics of the construction industry in our country. The conclusion is made about the need for a systematic and integrated approach to the management of investment projects. The authors propose to use the tools of project management to improve the efficiency of the implementation of investment projects. The main tools of project management (tools for defragmentation of work, tools for managing the time in the project, tools for managing resources for project implementation, tools for managing project costs) are named and examples of their use are given. The concepts of «team», «project management team», «matrix of responsibility» are considered.

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