VLITP Management Framework

Author(s):  
Matthew Guah

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.

Author(s):  
S.P. Oleynik ◽  

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.


2016 ◽  
pp. 138-153
Author(s):  
Anna Szopa ◽  
Beata Jałocha

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.


2019 ◽  
pp. 32-39
Author(s):  
Оksana V. Chorna ◽  
◽  
Lesya A. Lyushenko ◽  
Natalia A. Rybachok ◽  
◽  
...  

2019 ◽  
Vol 1 (1) ◽  
pp. 234-239 ◽  
Author(s):  
Anna Kiełbus ◽  
Dariusz Karpisz

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.


Author(s):  
Russell Dean Archibald

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.


2022 ◽  
pp. 1786-1800
Author(s):  
A. Aylin Tokuç ◽  
Zeynep Eda Uran ◽  
Ahmet Tezcan Tekin

Big data is an emerging area of research that is of interest to various fields; however, studies in the literature and various sources claim that failure rates for big data projects are considerably high. There are different reasons for failure; varying from management processes to the use of wrong technologies. This study investigates how the project management framework proposed by Project Management Institute (PMI) can be effectively adapted to big data projects to reduce failure rates. The application of processes as mentioned in this study can help to eliminate the causes of failure in the early stages of the project; thus, increasing the successful completion rate of such projects.


Author(s):  
Gilbert Silvius

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.


2016 ◽  
pp. 1927-1951
Author(s):  
Gilbert Silvius

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.


Author(s):  
Anna Szopa ◽  
Beata Jałocha

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.


Author(s):  
S. Rochet

Manufacturers must always develop products faster and better to satisfy their client’s requirements. To help them, we have developed and experimented with a methodology to improve the management process by connecting it with the design process. An issue for the project manager is to select an organization from among the possible ones to schedule the project tasks in order to reach the targets in terms of costs, duration, quality, and so forth. This constitutes a tricky operation, because many options defined during the design can be associated to each task of the project. Choosing and optimizing the schedules is a combinatorial problem which can be solved by heuristic. This document explores the use of evolutionary algorithms to help the decision maker. It introduces the industrial context and presents our methodology to connect the design and project management processes, expressing the problem as a multi-objective optimization one. We detail the scenarios selection process and demonstrate which performances are obtained.


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