scholarly journals System Theory for an Information System for Planning Project Activities in a High-tech Enterprise

2021 ◽  
Vol 15 ◽  
pp. 187-196
Author(s):  
Marina Batova ◽  
Irina Baranova ◽  
Oleg Korobchenko ◽  
Vyacheslav Baranov
Keyword(s):  
Project Management ◽  
Systems Theory ◽  
Financial Engineering ◽  
Enterprise Management ◽  
High Tech ◽  
Intellectual Resource ◽  
Planning Project ◽  
Management Processes ◽  
Software Product ◽  
Innovation Project

Financial Systems and Financial Engineering plays an important role in modern Systems Theory. In Systems Theory, the planning and informatization issues concerning project management processes in high-tech enterprises have been considered. The network model role in organizing the intellectual resource management of an innovative project was investigated. A set of heuristic preference rules for organizing project management under conditions of limited intellectual resources available for the project was developed. An algorithm for constructing an implementation schedule for an innovation project as well as for estimating the dynamics of resource consumption and loss depending on the presence or absence of constraints on the project intellectual resource value was proposed. A description is given for a software product created by the authors, providing support for decisions made by the high-tech enterprise management at the stage of project operational and calendar planning of its intellectual resources.

scholarly journals Development strategy formation of the Committee on Artificial Intelligence in the Scientific and Educational Center "Engineering of the Future"

2021 ◽  
Vol 11 (3) ◽  
pp. 260-293
Author(s):  
I.I. Barinov ◽  
◽  
N.M. Borgest ◽  
S.Y. Borovik ◽  
O.N. Granichin ◽  
...  
Keyword(s):  
Artificial Intelligence ◽  
Development Strategy ◽  
Knowledge Bases ◽  
Enterprise Management ◽  
High Tech ◽  
Digital Twins ◽  
Management Processes ◽  
The Future ◽  
Multi Agent ◽  
A Chain

The Scientific and Educational Center "Engineering of the Future", created on the basis of the Institute of Regional Development of the Samara Region, has formed a number of important sectoral and subject committees, in which it is planned to develop breakthrough technologies in high-tech industries. The Committee on Artificial Intelligence, organized within the framework of the SEC "Engineering of the Future", forms its development strategy. The article outlines the vision for the prospects of such a strategy of the project team, consisting of specialists from universities, academia, design organizations, commercial companies and startups. The key in the proposed strategy is emergent artificial intelligence - it is a spontaneously arising, under the influence of external events or from internal causes or motives, a chain of coordinated state changes by agents who find a solution to a new problem or increase the value of an existing solution. The authors believe that the construction of emergent artificial intelligence is based on multi-agent technologies and ontologies of subject areas. The article formulates the main tasks of the Committee for the coming years and presents a technological project. The project includes the creation of mass production of intelligent resource management systems, personalized by creating digital twins of enterprise management processes, knowledge bases and multi-agent technologies. The essence of the proposed project, reflecting the important priorities of industrial partners, is to create a line of intelligent products and services for all stages of the life cycle of complex high-tech products and build a "factory" of such systems in the form of an open instrumental platform that will allow these enterprises to reduce dependence on the solution provider and on their own develop and modernize such systems. The principles of the Committee's work were proposed, its first potential projects and planned cooperation on these projects to achieve the first practical results were considered.

THE CONCEPT OF COMPETITIVE VALUE CHAINS IN PRODUCTION SYSTEMS AS AN INSTITUTIONAL STRUCTURE OPERATING ON NETWORK PRINCIPLES

2019 ◽  
Vol 6 (3) ◽  
pp. 61-67
Author(s):  
Niyaz Mustjakimovich Abdikeev ◽  
Anton Alekseevich Losev ◽  
Andrey Ivanovich Gaydamaka
Keyword(s):  
Business Processes ◽  
Production Systems ◽  
Institutional Structure ◽  
Cognitive Models ◽  
Value Chains ◽  
High Tech ◽  
Practical Implementation ◽  
Digital Platform ◽  
Software Product ◽  
The Creation

The Concept of competitive value chains in production systems, as an institutional structure operating on network principles, was the impetus for the development of a system of models of inter-industry digital platform for the management and optimization of cooperation of high-tech network production systems. The article describes the ways of integration into business processes of production systems of simulation and cognitive models. The practical implementation of the system of these models is a separate software product - an interdisciplinary digital platform for participants in the creation of new high-tech products and their components.

CREATING A CORPORATE PROJECT MANAGEMENT SYSTEM IN AN ORGANIZATION

2020 ◽  
Vol 2 (7) ◽  
pp. 49-54
Author(s):  
E. G. ERLYGINA ◽  
◽  
I. I. SAVEL’EV ◽  
Keyword(s):  
Project Management ◽  
Management System ◽  
Enterprise Management ◽  
Leadership Position ◽  
Project Approach ◽  
Project Management System ◽  
Strategic Process

Project approach in enterprise management is an important aspect in the company s performance which allows maintaining the company's leadership position in its field of activity. In this regard, the corporate project management system is an effective tool for managing the company's activities. The paper presents a possible typology of organizational projects, defines the place of project management in the strategic process of the organization. The classification of projects by main areas of activity is given. The problems of the project management system are considered and measures are developed to eliminate counteractions when implementing a corporate project management system.

Factors Affecting Sustainability of Project Management Processes

2015 ◽  
Vol 19 (2) ◽  
pp. 9-18
Author(s):  
Ahmed Oraby ◽  
Mohamed Mohamdeen ◽  
Hassan Hassan ◽  
Ibrahim Nosseir
Keyword(s):  
Project Management ◽  
Factors Affecting ◽  
Management Processes ◽  
Project Management Processes

scholarly journals Evaluating Disruptive Innovation Project Management Capabilities

2020 ◽  
Vol 13 (1) ◽  
pp. 1
Author(s):  
Mikel Zubizarreta ◽  
Jaione Ganzarain ◽  
Jesús Cuadrado ◽  
Rafael Lizarralde
Keyword(s):  
Project Management ◽  
New Technologies ◽  
Business Environment ◽  
Disruptive Innovation ◽  
Management Model ◽  
Business Sustainability ◽  
Industrial Sectors ◽  
Innovation Project ◽  
The Stability ◽  
Management Capabilities

Firms must adapt to a business environment in constant flux. Economic and political factors and the constant interruption of new technologies force firms and organizations to change and to adapt, so that they are not left behind. Over recent years, the development of disruptive innovations has completely revolutionized past scenarios. These innovations break with what is already established and firms from various sectors face no choice other than to incorporate them into their project management portfolios, so as to ensure survival and business sustainability. Using MIVES methodology as its foundation, a business sustainability management model is presented in this paper for the management of disruptive innovation projects that a firm may wish to develop within a given sector. The management model is designed to facilitate disruptive innovation project management for firms within technological-industrial sectors, by assessing the sustainability of the project. The model is applied to two firms, one from the machine-tooling sector and another from the construction sector. Finally, a sensitivity analysis was performed, the results of which verified the validity and the stability of the proposed model.

Using action research in innovation project management: building legitimacy and organizational learning in an SME during a merger process

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Constance Elizabeth Kampf ◽  
Charlotte J. Brandt ◽  
Christopher G. Kampf
Keyword(s):  
Project Management ◽  
Organizational Learning ◽  
Action Research ◽  
Management Practices ◽  
Innovation Process ◽  
Theory And Practice ◽  
Organizational Level ◽  
Content Type ◽  
Innovation Project

PurposeThe purpose is to explore how the process of action research (AR) can support building legitimacy and organizational learning in innovation project management and portfolio practices in merger contexts.Design/methodology/approachMeta-reflection on method issues in Action Research through an action research case study with an innovation group during an organizational change process. This case demonstrates an example of an action research cycle focused on building practitioner legitimacy rather than problem-solving.FindingsKey findings include (1) demonstrating how AR can be used for building legitimacy through visualizing the innovation process, and embedding those visuals in top management practices of the organization; and (2) demonstrating how AR can work as an organizational learning tool in merger contexts.Research limitations/implicationsThis study focuses on an action research cooperation during a two-and-a-half-year period. Thus, findings offer the depth of a medium term case study. The processes of building legitimacy represent this particular case, and can be investigated in other organizational contexts to see the extent to which these issues can be generalized.Practical implicationsFor researchers, this paper offers an additional type of AR cycle to consider in their research design which can be seen as demonstrating a form of interplay between practitioner action and organizational level legitimacy. For practitioners, this paper demonstrates a connection between legitimacy and organizational learning in innovation contexts. The discussion of how visuals were co-created and used for building legitimacy for an innovation process that differs from the standard stage gate model demonstrates how engaging in AR research can contribute to developing visuals as resources for building legitimacy and organizational learning based on connections between theory and practice.Originality/valueThis case rethinks AR practice for innovation project management contexts to include legitimacy and organizational learning. This focus on legitimacy building from organizational learning and knowledge conversion contributes to our understanding of the soft side of innovation project management. Legitimacy is demonstrated to be a key concern for innovation project management practices.

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