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Tryhuba, Anatolii, Oksana Malanchuk und Roksolana Sholudko. „Models of adaptive and value-based management of projects for the functioning and development of hospital districts“. INNOVATIVE TECHNOLOGIES AND SCIENTIFIC SOLUTIONS FOR INDUSTRIES, Nr. 4(30) (11.12.2024): 97–109. https://doi.org/10.30837/2522-9818.2024.4.097.
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The subject matter of the article is the methodology and principles of adaptive-value-based project management of hospital districts’ functioning and development, which ensure the achievement of goals within the specified budget, and time and with due regard to the expectations of the stakeholders. The goal of the work is to substantiation of the principles and, on their basis, development of a logical and principled model of adaptive and value-based management of hospital district development projects, which takes into account adaptability to changes in the project environment, as well as ensures effective planning, allocation and use of resources, taking into account risks and value for stakeholders. The following tasks were solved in the article: 1) analysis and description of the structure of hospital districts in a particular region; 2) substantiation of the principles on which the adaptive value-based approach to project management of hospital district functioning and development is based; 3) description of the process flowchart and logic-principle model of adaptive value-based management of hospital district development projects, which describes the relationships between the identified principles. The following methods used are – analysis and synthesis; logical and structural modeling; systematic approach; expert evaluation and project management methodology. The following results were obtained – the principles of adaptive value-based management of hospital district development projects are formulated; a logical-principled model is built that integrates key project success factors such as adaptability, value for stakeholders, risk management, sustainability and quality of health care services; a scheme of adaptive value-based management processes is developed that reflects the interaction between the defined principles. Conclusions: The use of sound principles and, on their basis, the developed logical and principled model of adaptive value-based management of hospital district development projects allows to increase the efficiency of implementation of these projects by ensuring management actions taking into account changes in the project environment, as well as planning, allocation and use of resources taking into account risks and value for stakeholders. This contributes to obtaining the desired product of hospital districts' functioning and development projects, which is reflected in the improvement of the quality of medical services and sustainable development of hospital districts.
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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury und Irtishad Ahmad. „Integrated project delivery implementation framework for water and wastewater treatment plant projects“. Engineering, Construction and Architectural Management 27, Nr. 3 (01.11.2019): 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.
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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.
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Marnewick, Carl, und Annlizé L. Marnewick. „Principle-based decision-making: realising benefits in a scaled agile environment“. International Journal of Managing Projects in Business 17, Nr. 8 (11.11.2024): 119–39. http://dx.doi.org/10.1108/ijmpb-07-2024-0164.
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PurposeThis paper examines the conflict between rule-based and principle-based approaches to benefits realisation in agile projects. It proposes a principle-based framework as a more effective alternative, aligned with the iterative and adaptive nature of agile methodologies.Design/methodology/approachThe research utilises semi-structured interviews to gather qualitative data from professionals experienced in agile projects. Causal loop diagrams are employed to illustrate the relationships between identified principles. The study identifies 12 key principles essential for agile benefits realisation, with a particular focus on visibility and consequence management.FindingsThe study finds that a principle-based approach to benefits realisation is more compatible with agile methodologies compared to a rule-based approach. The flexibility of principle-based decision-making allows for continuous adaptation and improvement, aligning with the dynamic and iterative nature of agile projects. The principles of visibility and consequence management emerge as critical factors in successfully realising benefits in an agile environment.Research limitations/implicationsThe findings are based on qualitative data from a limited number of interviews, which may not be generalisable across all agile projects. Further research with a larger sample size and diverse project types is recommended to validate and refine the proposed principles.Practical implicationsAgile teams and project managers can leverage the identified principles to enhance their decision-making processes and improve benefits realisation outcomes. Adopting a principle-based approach can lead to more flexible, responsive and effective project management practices.Social implicationsBy promoting more adaptive and responsive project management practices, the adoption of a principle-based approach can contribute to greater satisfaction and collaboration among project stakeholders, leading to more successful project outcomes.Originality/valueThis research contributes to the existing body of knowledge by highlighting the limitations of rule-based approaches in agile contexts and proposing a principle-based framework for benefits realisation. The identification of specific principles and their interrelationships provides a novel perspective and practical guidance for agile practitioners.
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Molokanova, Valentina, und Inna Hordieieva. „SYSTEM APPROACH TO PROJECT MANAGEMENT IN CONDITION OF BEHAVIORAL ECONOMY“. Management of Development of Complex Systems, Nr. 45 (01.03.2021): 43–49. http://dx.doi.org/10.32347/2412-9933.2021.45.43-49.
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Human behavior is the most common cause of project management failure. Behavioral economics is interdisciplinary in nature and allows you to identify the psychological basis for making a project manager decisions that lead to success or failure in projects. The personality of the project manager, project teams, and a special project environment continue to dominate the analysis of human behavior in project management. The article may be of interest to scientists and project management practitioners. The aim of the work is to study the principles of decision-making in project management and the influence of behavioral economics on them. The objectives of the article are to determine the impact of behavioral economics on project management as a system, to compare the methods of hard and soft systems approaches in planning and decision-making, to develop principles and sequence of actions for project integration. Methods. When writing the article, a behavioral approach, a systematic approach, decision-making methods, heuristic methods, a soft systemic approach, a hard systemic approach, a logical-structural approach, and integration methods were used. The results of the work are to harmonize the principles of PMBoK project management standards of the announced 7th edition, ISO 21500, ISO / IEC 15288 with the principles of the management economics approach. Providing system integration based on a soft systemic approach to management, allows to more fully take into account the human factor when making decisions and serve as a tool for implementing the principles of behavioral economics. A comparative analysis of the hard and soft systemic approaches is carried out and their main differences are identified. Effective integration requires organizational, administrative and behavioral skills in managing people. The principle of innovation, the principle of flexibility to change, the principle of combined compensation and the principle of combined value are the four principles of integration. Scientific novelty. The work further developed methodological approaches to substantiating the creation and further formation of a unique mental space for project activities, by ensuring the using of methods and approaches of behavioral economics. Practical significance. The results obtained are aimed at improving methodological approaches to decision-making in project activities based on ensuring the implementation of the principles of behavioral economics. Ensuring the principles and sequence of actions for the integration of the project is aimed at increasing the number of successfully implemented projects.
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Coutts, Jeff, Toni White, Paula Blackett, Kelly Rijswijk, Denise Bewsell, Nicola Park, James A. Turner und Neels Botha. „Evaluating a space for co-innovation: Practical application of nine principles for co-innovation in five innovation projects“. Outlook on Agriculture 46, Nr. 2 (Juni 2017): 99–107. http://dx.doi.org/10.1177/0030727017708453.
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Primary Innovation is a 5-year collaborative initiative demonstrating and evaluating co-innovation, a systemic approach to innovation addressing complex problems, in five “innovation projects” (active case studies) in different agricultural industries. In defining the elements of co-innovation, Primary Innovation has emphasized nine principles that guide activity in the innovation projects. To understand how useful these principles were in guiding practice, and their influence on co-innovation, project participants assessed and reflected on how the principles were applied in practice, issues that arose, how each influenced the project, and how important each principle was perceived as being in influencing project outcomes. The nine principles should be understood in each individual project’s context because their appropriateness and usefulness were affected by the type of problem being addressed and the stage of the project. It was also evident that they need to be built into the process from the outset.
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Notargiacomo Mustaro, Pollyana, und Rogério Rossi. „Project Management Principles Applied in Academic Research Projects“. Issues in Informing Science and Information Technology 10 (2013): 325–40. http://dx.doi.org/10.28945/1814.
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Eremin, V. V., D. V. Firsov und T. K. Chernysheva. „Project management principles special aspects“. UPRAVLENIE 9, Nr. 3 (23.10.2021): 80–89. http://dx.doi.org/10.26425/2309-3633-2021-9-3-80-89.
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The modern vector of development of the national economy and its focus on programme-targeted organisation makes us consider the principles of organisation in public administration in a new way. Modern conditions and principles of public administration require the adaptation of fundamentally new methodological guidelines that can not only manage existing systems, but also stimulate the emergence of fundamentally new economic and social realities. Currently, financing of state programme takes about 70 % of the federal budget, however, the actual implementation of the laid down plans of state programme is far behind the planned targets.Within the international practice of economies with a related organisational structure focused on the implementation of large programme projects, the focus on project management begins to occupy a dominant position in the practice of public management, especially in the field of strategic development.The article studies the special aspects of the project management formation and its scaling at the national level. The paper analyses the experience of implementing the principles of project management in public administration. At the same time, the authors highlight the main fundamental provisions of the successful implementation of projects and determine the key directions for improving the efficiency of project management.
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Lishchynska, Victoria V. „Sustainable Project Management: Principles, Models, Standards“. Business Inform 12, Nr. 563 (2024): 349–57. https://doi.org/10.32983/2222-4459-2024-12-349-357.
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The article describes sustainable project management as a new paradigm in project management. The presentation of the problematic issues is focused on the study of the integration of the conception of sustainable development into project management in order to model their sustainability. The aim of the study is to systematize the basic principles, models and standards in the field of sustainable project management. As a result of the study, the concept of sustainability is generalized for projects that are aimed at sustainable development by reducing the negative environmental, social impact, restoring/reducing the amount of resource consumption, providing economic benefits in the long run. The characteristics of sustainable projects in a broad context are highlighted according to the criteria of social significance, cultural acceptability, economic stability, technical practicability, political feasibility, operational viability, environmental sustainability. The characteristics of sustainable projects in a narrow context are also highlighted according to the criteria of realism, adaptability, scalability, steerability, and controllability. A comparative analysis of traditional and sustainable approaches to project management has been carried out in terms of goals, management methodology and standards, the essence and life cycle of the project. The main theoretical contribution of the article is to generalize approaches and models that provide a fundamental understanding of the conception of sustainable project management for its further theoretical modeling and practical application. Prospects for further research in this direction are the development of practical recommendations for the implementation of principles, models, instruments and standards of sustainable project management in the practice of Ukrainian companies in the context of European integration and post-war reconstruction.
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Astrachan, Owen, und Amy Briggs. „The CS principles project“. ACM Inroads 3, Nr. 2 (Juni 2012): 38–42. http://dx.doi.org/10.1145/2189835.2189849.
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Proniakin, Yehor. „METHODOLOGICAL PRINCIPLES AND BASIC TOOLS FOR INVESTMENT PROJECT MANAGEMENT“. Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), Nr. 5 (03.10.2024): 49–53. https://doi.org/10.20998/2519-4461.2024.5.49.
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The article considers the methodological foundations and tools of investment project management. Investment projects are an important and complex type of projects in business, requiring a comprehensive approach and management. The article describes methods of investment project management, including project management methodologies, risk management, financial management and resource management. In addition, the article considers project management tools, including software, project management and documentation systems, as well as communication tools. The article notes the relevance of the topic of investment project management and its importance for business in general.
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Reich, Blaize Horner. „Managing Knowledge and Learning in it Projects: A Conceptual Framework and Guidelines for Practice“. Project Management Journal 38, Nr. 2 (Juni 2007): 5–17. http://dx.doi.org/10.1177/875697280703800202.
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This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance. The model was compiled through an extensive literature search encompassing project management, information systems, software development, and team learning literatures. This framework was then tested and modified through a field study of 15 senior project managers from North America and New Zealand. Analysis of the interviews from the field study resulted in a set of five broad principles of knowledge management within projects. These principles relate to a climate for learning, knowledge levels, knowledge channels, team memory, and knowledge risks. Practices suggested by the interviewees accompany each principle.
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Bassi, Antonio. „General Management Principles in the Project Management Context“. International Journal of Management Science and Business Administration 2, Nr. 11 (2014): 14–19. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.211.1002.
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In order that the projects can become the tools by which organizations can realize their strategic objectives it is necessary to define a culture of project management that involves the whole organization. This type of culture could be started through the definition of the main principles of General Management that govern the management of projects in an organizational context. This work is aimed to analyze the ISO norm 10006 “Quality Management Systems – Guidelines for quality management in projects” not by the quality point of view in a project management context but by the contribute to the growth of organizations through the definition implicit or explicit of principles on which it must base an organization that works for projects. The results of this study revealed that implicit and explicit principles of general management help to involve all parts of an organization and improve the management of organizational projects successfully. It will be also taken in comparison the most important project management standards such as ISO21500, PMBOK, IPMA, PRINCE2.
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Mei, Tingting, Shuda Zhong, Huabin Lan, Zeng Guo und Yi Qin. „Configuration Analysis of Integrated Project Delivery Principles’ Obstacle to Construction Project Level of Collaboration“. Sustainability 15, Nr. 4 (14.02.2023): 3509. http://dx.doi.org/10.3390/su15043509.
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Integrated Project Delivery (IPD) with collaborative work as its core is supported by increasing numbers of scholars and practitioners, due to the performance improvement of project construction and projects’ success promotion. However, some factors such as the contract, the technology, and the personnel behaviors hinder the application of IPD, which has negative impacts on the collaboration level of construction projects. On the basis of the configuration analysis, the purpose of this paper is to increase the effectiveness of collaborative management of construction projects by encouraging the application of IPD principles. This is achieved by introducing the proof of contradiction and thoroughly examining the impact of the application of IPD principles’ barrier with the level of collaboration. Added to that, the research necessity of configuration analysis on IPD principles’ obstacle to construction project collaboration is demonstrated through bibliometric analysis; thus, a questionnaire survey is applied to collect opinions related to IPD principles from 235 industry practitioners. Fuzzy set qualitative comparative analysis (fsQCA) is deployed to gather IPD principles’ obstacles for construction project collaboration. The results show that (1) the absence of contractual and behavioral principles obstructs significantly the level of collaboration of construction projects in several cases, (2) catalysts for IPD have no significant impact in most cases, and (3) the unfamiliarity with IPD has negative impacts on the application of its principles. The theoretical contribution consists of filling the gap in IPD’s collaborative management research and improving the research method in related fields. As for the practical contribution, it aims to prioritize the importance of IPD principles and provide valuable suggestions.
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Liu, Xuan, und Hai Xie. „Pillars and Principles of the Project Governance“. Advanced Materials Research 1030-1032 (September 2014): 2593–96. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2593.
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Project governance is the management framework within which project decisions are made. Project governance is a critical element of any project since while the accountabilities and responsibilities associated with an organization’s business as usual activities are laid down in their organizational governance arrangements, seldom does an equivalent framework exist to govern the development of its capital investments (projects). For instance, the organization chart provides a good indication of who in the organization is responsible for any particular operational activity the organization conducts. But unless an organization has specifically developed a project governance policy, no such chart is likely to exist for project development activity. Therefore, the role of project governance is to provide a decision making framework that is logical, robust and repeatable to govern an organization’s capital investments. In this way, an organization will have a structured approach to conducting both its business as usual activities and its business change, or project, activities.
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Hawkey, Barry, und Marie Vans. „Real to Real: Deriving Software Development Practices from Film Production Principles“. INCOSE International Symposium 34, Nr. 1 (Juli 2024): 1482–93. http://dx.doi.org/10.1002/iis2.13220.
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AbstractSoftware development projects face significant risks of going over budget, over schedule, and of failing to deliver expected benefits. These risks have endured despite methodological changes within the industry, such as the rise in popularity of Agile. This research looks outside of the software industry and seeks inspiration from film production, which has developed different management strategies to address challenges similar to those faced by software development projects.First, an analysis of film production project management reveals four principles, each evidenced by a set of practices used throughout the industry. Next, we identify sets of practices that would enable software development projects to also align to those same four principles. The synthesis of each principle from its set of supporting film production practices is then validated through structured interviews with veteran film producers. Lastly, the derivation of each principle to a parallel set of supporting practices within the context of software development is validated in a second series of interviews with experienced software development project managers.In total, this research identifies a set of software development project management practices that mirror film production practices. These practices offer a framework for software development project managers to consider when seeking to tailor existing methodologies, particularly in scenarios that present challenges similar to those encountered in film production.
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Vorkut, Tatyana, Yuliya Bozhok, Andrii Petunin und Vitaly Kharuta. „CONCEPTUAL PRINCIPLES OF FORMATION OF A PORTFOLIO OF PUBLIC PARTICIPATION PROJECTS“. AUTOMOBILE ROADS AND ROAD CONSTRUCTION, Nr. 115.1 (2024): 127–50. http://dx.doi.org/10.33744/0365-8171-2024-115.1-127-150.
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Abstract. The relevance of the research topic is determined by the need for improvement and further development of methodological approaches to the management of project portfolios, in terms of the formation of the latter based on the issues of public participation project management. The subject of the research is the methods, models, mechanisms and standards of project portfolio formation, considered in the context of public participation project portfolio formation. The object of research is the process of managing public participation projects. Research methodology. The research was conducted according to the practice of managing public participation projects in the territorial communities of cities - regional centers - of Ukraine, as well as the city of Kyiv in 2016–2021. The method of scientific identification and comparative analysis was used in the formation of the conceptual basis of the research, as well as in the analysis of scientific works; when developing the concept of forming a portfolio of public participation projects - abstract-logical method, case method; with the development of models for determining the optimal composition of the portfolio of public participation projects - the method of integer programming, methods of evaluating the effectiveness of investment projects, the concept of the value of money over time. Keywords: project management, project portfolio, management of project portfolios, portfolio-oriented management, public participation projects, public project, public budget.
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Olekh, Heorhii S., Ihor V. Prokopovych, Tetiana M. Olekh und Kateryna V. Kolesnikova. „ELABORATION OF A MARKOV MODEL OF PROJECT SUCCESS“. Applied Aspects of Information Technology 3, Nr. 3 (11.10.2020): 191–202. http://dx.doi.org/10.15276/aait.03.2020.7.
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The development of software and the creation on its basis of models that reflect the main features of project management systems is an important task of project management.Despite the significant differences between the types of projects and the variety of conditions for their implementation, assessments of the effectiveness / success of projects should be carried out in a certain way uniformly, on the basis of common justified principles. This article discusses the construction of a matrix of "strong connectivity" for the methodological principles of assessing the effectiveness / success of projects based on a directed graph. Methodological, the most general principles that ensure, when applied, the rational behavior of stakeholders regardless of the nature and objectives of the project. All of the above principles for evaluating the effectiveness / success of projects are interconnected. In order to show the topology and directions of the interconnections of methodological principles, it is necessary to draw up a matrix diagram. With its help, it can determine the relationship between methodological principles. The matrix diagram often called the matrix of connections, shows the degree of dependence of the criteria of one on another, how strong are the connections between them. The resulting matrix illustrates the relationship between all methodological principles and indicates that relying on only one of the methodological principles for evaluating the effectiveness / success of projects, we can conclude that the mission / project is effective / successful.Presentation of modeling data based on the analysis of the structure of relations between elements allows also to determine the areas of greatest attention from the project manager. In particular, we can make an assumption, by analogy with the Pareto rule, that the maximum managerial effect can be expected from the control of some factors. The developed model allows to evaluate the effectiveness of project activities on the basis of only one from all indicators of the methodological principles of project evaluation.
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Рамазанова, А. Г., und М. А. Абдуразакова. „Basic principles and methods of investment project management“. Экономика и предпринимательство, Nr. 7(132) (11.10.2021): 1382–85. http://dx.doi.org/10.34925/eip.2021.132.7.252.
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В данной статье даны различные трактовки понятий «проект» и «инвестиционная деятельность». Рассмотрены различные классификации инвестиционных проектов, выявлены их особенности. Обозначены этапы реализации и управления инвестиционными проектами. Также в статье описан жизненный цикл инвестиционного проекта, начиная от прединвестиционного до ликвидационного этапов. Были изучены методы управления проектами в организации. In this article, various interpretations of the concepts of "project" and "investment activity"are given. Various classifications of investment projects are considered, their features are revealed. The stages of implementation and management of investment projects are outlined. The article also describes the life cycle of an investment project, starting from the pre-investment to the liquidation stages. The methods of project management in the organization were studied.
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Mei, Tingting, Zeng Guo, Peng Li, Kaixian Fang und Shuda Zhong. „Influence of Integrated Project Delivery Principles on Project Performance in China: An SEM-Based Approach“. Sustainability 14, Nr. 8 (07.04.2022): 4381. http://dx.doi.org/10.3390/su14084381.
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Although integrated project delivery (IPD) is still in its infancy in the construction industry worldwide, some principles can be effective without formal contractual languages and enforcements when IPD is employed as a philosophy as opposed to a delivery method. This paper aims to investigate the effect of IPD principles on project performance in China, providing a reference for improvement of project performance by the application of IPD principles in countries or regions where IPD is considered as a philosophy. A total of 205 data samples were collected from different IPD-related participants in China via a questionnaire survey. Eight hypotheses are proposed based on a literature review, and these are verified using a structural equation model (SEM). According to the results of the exploratory factor analysis, IPD principles, including behavioral principles, contractual principles, collaboration-related principles, and catalysts, are classified, and the internal relationship of various IPD principles is explored using SEM to analyze the impact path between IPD principles and project performance. It was discovered that project performance is directly affected by collaboration-related principles and catalysts. The contractual principles have positive impacts on both behavioral principles and collaboration-related principles, while the catalysts show positive impacts on behavioral principles. This work provides insights and managerial implications for local applications of IPD for construction practitioners, which should be considered by promoting regional IPD practices; it contributes to both theoretical and practical perspectives for improving project performance by the effective implementation of IPD in construction projects.
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Zanezi, André Caron, und Marly Monteiro de Carvalho. „How project management principles affect Lean Six Sigma program and projects“. Brazilian Journal of Operations & Production Management 20, Nr. 1 (06.02.2023): 1564. http://dx.doi.org/10.14488/bjopm.1564.2023.
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Goal: This paper aims to explores and understand which project management principles most contributes to implementing Lean Six Sigma program and projects. Design/Methodology/Approach: Through a systematic literature review, some key works related to the objective were searched in Scopus and Web of Science databases in order to provide metadata that could be further analysed and used as source of information to answer the research questions of this work. Results: The research provides evidence that project alignment with organizational goals plays a significant role in Lean Six Sigma program success, referring the importance of a structured portfolio management. To complement the list of principles, stakeholder’s management and well-defined project scope also contributes to same success metrics. In the other hand, risk management, project schedule and hybrid project management approaches remain unclear in the literature, do not providing sufficient data to validate its relation to success. Limitations of the investigation: As principal limitation could be pointed the project selection by title and abstract analysis and the coding scheme. Both points are not easy to be replicated, but the final sample could retrieve closer results. Practical Implications: For practitioners, this work contributes summarizing in a quantitative form which are the principal principles in project management that could be used to implement or improve Lean Six Sigma project and programs. Originality/ Value: This work brings for academics what were discussed early about the constructs Lean Six Sigma and Project Management and which are the gaps that remains unclear.
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Mohammed, Sawsan Rasheed, und Asmaa Jebur Jasim. „Examining the Values and Principles of Agile Construction Management in Iraqi Construction Projects“. Journal of Engineering 24, Nr. 7 (29.06.2018): 114. http://dx.doi.org/10.31026/j.eng.2018.07.08.
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The avoidance of failure in construction projects is not an easy task, which makes the failure of the construction project to achieve its objectives a major problem experienced by all countries in the world, especially Iraq. Where nearly two-thirds of the construction projects in the world have been suffered by significant problems as an increase in the cost of the project, delay in the specified duration for execution, and stopping the project. Therefore it is required to study and apply new methods for managing the construction project to ensure its success and achieve its objectives. The aim of this study is to study the Agile project management method and its impact on the construction project. In addition, to identify the values and principles of Agile project management, which can be applied in the Iraqi construction industry to be adopted it as a new method to manage the construction projects in Iraq. The researcher reviewed the relevant literature to define the method of Agile project management and its methods and impact on the construction project. Then, the researcher conducted a questionnaire survey of a sample of engineers' experts who work in four main parties in the construction project: (beneficiary, supervising, designer, and contractor). The results of this survey showed that it is possible to apply the four values of Agile project management for managing the Iraqi construction projects, and can apply eleven of the twelve principles of Agile project management for managing the Iraqi construction projects.
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Bekker, Michiel Christiaan. „Project governance: "Schools of thought"“. South African Journal of Economic and Management Sciences 17, Nr. 1 (11.02.2014): 22–32. http://dx.doi.org/10.4102/sajems.v17i1.595.
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The terminology, definition and context of project governance have become a focal subject for research and discussions in project management literature. This article reviews literature on the subject of project governance and categorise the arguments into three schools of thought namely the single-firm school, multi-firm school and large capital school. The single-firm school is concerned with governance principles related to internal organisational projects and practice these principles at a technical level. The multi-firm school address the governance principles concerned with two of more organisations participating on a contractual basis on the same project and focus their governance efforts at the technical and strategic level. The large capital school consider projects as temporary organisations, forming their own entity and establishing governance principles at an institutional level. From these schools of thought it can be concluded that the definition of project governance is dependent on the type of project and hierarchical positioning in the organisation. It is also evident that further research is required to incorporate other governance variables and mechanisms such as transaction theory, social networks and agency theory. The development of project governance frameworks should also consider the complexity of projects spanning across international companies, across country borders and incorporating different value systems, legal systems, corporate governance guidelines, religions and business practices.
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Sacramento, Kelvin de Almeida. „Principles for evaluating the quality and sustainability of social housing architecture projects“. Concilium 24, Nr. 15 (12.08.2024): 330–45. http://dx.doi.org/10.53660/clm-3942-24q05.
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This article critically examines the principles for assessing the quality and sustainability of social housing architecture projects, using the Mucajá Housing Complex, located in Macapá, Amapá, as a case study. Through a qualitative research methodology, including document, design, bibliographic, and photographic analysis, the physical and environmental aspects of the housing complex will be evaluated. The article identifies how the principles of flexibility, functionality, accessibility, and the sustainable use of natural resources were incorporated into the Mucajá project, analyzing its ability to meet the present and future needs of the residents, as well as its contribution to environmental preservation. The results indicate that the Mucajá Housing Complex does not satisfactorily meet most of the Principles of Sustainability and Quality in Housing Project Design. It highlights the complete absence of verifiers that meet the Principle of Sustainable Use of Natural Resources and the Principle of Flexibility, as well as the high inaccessibility of the Complex. This demonstrates that the housing complex is disconnected from most sustainability indicators.
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DANKEVYCH, N. A. „INNOVATIVE APPROACHES IMPROVING THE EFFICIENCY OF CONSTRUCTION PROJECT MANAGEMENT“. Bridges and tunnels: Theory, Research, Practice, Nr. 20 (01.12.2021): 5–12. http://dx.doi.org/10.15802/bttrp2021/245243.
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Purpose. Research of methodological and practical aspects of improving the efficiency of construction project management using innovative approaches and determination of managerial reliability applying the principles of systems engineering in the conditions of transformation of economic relations of the construction industry. Methodology. An important role in the study is played by the formation of knowledge and skills to use a modern project approach to solving problems of management processes at different levels, focusing these processes on achieving end results with minimal time and money and mastering the methodology of construction project management as a new progressive tools in the field of construction organization. Findings. The paper analyzes the management processes of construction projects, usually due to a number of factors that affect the progress of the construction project. Methods for evaluating the effectiveness of investment construction projects, which are based on a single methodological basis, are considered. The results of introduction of the basic principles of system engineering as innovative approaches of increase of administrative reliability are substantiated. Originality. Based on the principles of systems engineering, as well as the laws of project management identified ways to improve the efficiency of construction project management through optimal choice of management and organizational and technological solutions through the ability of contractors to organize work by planning and regulating resources (labor, material, financial, technical) their interaction (intensity, sequence, combination) in order to achieve a given result. Practical value. The application of the concept of construction project management and the use of the principle of systems engineering is one of the main ways to increase the efficiency of construction project management to ensure the competitiveness of construction projects in the transformation of the construction services market.
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Gilb, Tom. „12.3 Project Failure Prevention: 10 Principles for Project Control“. INCOSE International Symposium 15, Nr. 1 (Juli 2005): 1743–60. http://dx.doi.org/10.1002/j.2334-5837.2005.tb00786.x.
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Al-Edwan, Hanan, und Mohamad Al-Adwan. „Effectiveness of Lean Construction Principles on Project Efficiency in Central Jordan's Construction Projects“. International Journal for Innovation Education and Research 12, Nr. 4 (25.03.2025): 6–37. https://doi.org/10.31686/ijier.vol12.iss4.4233.
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Purpose – Clarifying and measuring the effectiveness of flexible construction principles on project efficiency in construction projects in central Jordan. Design/methodology/approach – This study is considered one of the quantitative studies that provide a numerical explanation to prove the effectiveness of lean construction principles in project efficiency in construction projects in central Jordan. The study sample was selected randomly from a homogeneous community of consultants and contractors who hold engineering membership from the Jordan Engineers Association. Results– The results indicated that the comprehensive application of the principles of flexible construction (value definition, value stream mapping, flow creation, pull instead of push, and Pursuit of Perfection) leads to improvements in the level of efficiency in construction projects in central Jordan. Originality/Value - This research highlights the research gap related to the application of flexible construction principles by the construction sector and reveals the concepts related to project efficiency. In addition, this research is considered one of the few studies that studied the extent to which the Jordanian construction sector applies flexible construction principles and its effectiveness in improving project efficiency.
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Horsfall, Livinus, und Bright Alaribe. „Lean Construction: The Role of a Project Manager“. International Journal of Project Management 6, Nr. 3 (09.07.2024): 52–68. http://dx.doi.org/10.47672/ijpm.2197.
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Purpose: Architectural and engineering facilities poses difficult management problems which has left the construction industries with waste and non-value adding activities and the clients have not been able to pull value from projects handled by contractors. It is against this background that this research was carried out for project managers to know how to apply lean construction principles and techniques to deliver their projects without waste, reduce project abandonment and abortion and for effective project delivery. Material and Methods: The research was carried out using primary and secondary data and subsequently analyzed. The data was presented using tables and charts Findings: It was observed that the principles of lean construction which promotes, the elimination of waste and non-value adding activities in processes, to engineering and design is unknown to our construction industries. Many of the construction firms are skeptical about the principal ad are not ready to entertain the techniques involved. Implications to Theory, Practice and Policy: It is recommended that the principle of lean construction be introduced and practiced by the construction firms so they may concentrate on how projects will bring value to the client.
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Gorobinskiy, Ilya S., Yulianna A. Demidova, Yuliya A. Prunova und Irina S. Ptukhina. „The analysis of an integrative analytical method used for the initiation of an investment construction project“. Vestnik MGSU, Nr. 9 (September 2020): 1297–307. http://dx.doi.org/10.22227/1997-0935.2020.9.1297-1307.
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Introduction. The mission of the research is to analyze the main principles and values of investment construction project management subject to each methodology.
In the late 20th century it became clear that the majority of products, manufactured back in the days of the USSR, had counterparts, made in the Western countries, and the characteristics of the Western counterparts were a lot better. This trend favours the consumer society; however, producers must set new objectives aimed at optimization, quality improvement, and effective management to stay in the market. This is how the need for alternative sources of optimization emerged.
The practical implementation of theoretical project management provisions was among the tools. It tightens control and improves the efficiency of all resources of an enterprise. The application of an advanced approach to projects, implemented by public and private partnerships, will boost interaction between the state and the business community as well as project implementation control. Project management has become an integral project development instrument, applied to software projects and many other types of business activities. The main goal is to decide upon the project methodology.
Materials and methods. The project is based on the analysis of earlier research undertakings performed using methods of theoretical research, based on the study and generalization of performance charts published by domestic and foreign authors in the past.
Conclusions. The co-authors have analyzed project management methodologies, including best practices and templates. A brief analysis of the methodology application track record is performed. The research digest encompasses three principal methodologies; their principles and values are analyzed in the work.
Project deliverables include a comparative analysis of principles underlying PMI, Prince 2, and Agile Manifesto standards. Each principle underlying most widely used international standards of project management is described.
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Berghofer, Philipp. „Husserl’s Project of Ultimate Elucidation and the Principle of All Principles“. Canadian Journal of Philosophy 50, Nr. 3 (08.11.2019): 285–96. http://dx.doi.org/10.1017/can.2019.40.
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AbstractIt is well known that Husserl considered phenomenology to be First Philosophy—the ultimate science. For Husserl, this means that phenomenology must clarify the ultimate phenomenological-epistemological principle that leads to ultimate elucidation. But what is this ultimate principle and what does ultimate elucidation mean? It is the aim of this paper to answer these questions. In section 2, we shall discuss what role Husserl’s principle of all principles can play in the quest for ultimate elucidation and what it means for a principle to be ultimately elucidating (letztaufklärend) and ultimately elucidated (letztaufgeklärt). We will see that the Husserlian thesis that originary presentive intuitions are an immediate and the ultimate source of justification qualifies as the ultimate epistemological principle.
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Aulia, Mohamad Donie. „ANALISIS HUKUM TERHADAP TINDAK PIDANA KORUPSI DALAM PROYEK JALAN TOL MBZ“. Res Nullius Law Journal 7, Nr. 1 (07.01.2025): 12–22. https://doi.org/10.34010/rnlj.v7i1.14599.
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Acts of corruption in various sectors of people's lives hinder economic growth and undermine public trust in the government and democratic principles. This study analyzes the corruption business crime in the MBZ Expressway project by using legal principles as the framework of analysis. Corruption in this project has a negative impact on two important aspects: the efficiency of the use of public budget and transparency in project management. Research shows that the application of the principles of legality, transparency, fairness, proof, and prevention is essential to prevent corrupt practices. The principle of legality ensures that all legal actions follow clear regulations, while transparency provides access to the information necessary for accountability. Justice guarantees fair treatment of all parties in the procurement and law enforcement process. Building awareness of ethics and integrity among government officials and business people is essential, supported by training that emphasizes ethical decision-making and the establishment of effective oversight systems, including independent audits and public scrutiny. The consistent implementation of these legal principles is expected to reduce corrupt practices and increase public confidence in the management of infrastructure projects. Success in eradicating corruption requires strong law enforcement and cultural change that supports integrity and accountability.
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Chernysheva, Marta L., Maria G. Kalugina, Dmitry Yu Rogachev und Oubaida Nassif. „Program and project management using PMBOK-6: general principles and features of healthcare system standard“. Tambov Medical Journal, Nr. 2 (2023): 51–57. http://dx.doi.org/10.20310/2782-5019-2023-5-2-51-57.
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Usage of modern management principles in healthcare is necessary. We analyze principles of project management in healthcare, discuss principles of PMI PMBoK (Project Management Institute Project Management Body of Knowledge) management and its application features. Project management is applicable and effective in modern conditions of the healthcare system, as it allows to respond promptly to challenges and changes; PMBOK-6 project management can be successfully adapted for projects of the regional healthcare system and medical organizations; when implementing PMBOK-6 management projects in the healthcare system, it is necessary to take into account the features of the system, its relative inertia, social significance, vulnerability of patients, limited resources. We demonstrate the PMBOK-6 principles dependence on the project status and an effective algorithm for managing the program and its components. Discussed use of PMBOK-6 tools enables to identify priority areas of program planning, including at the regional level. It is pointed out the need to adapt the software tool to healthcare technologies and the real conditions of program planning available in the regions and medical organizations.
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����������, Tatyana Ponomareva, �������, Dmitriy Gergert, ���������� und Tatyana Ponomareva. „Importance of Integrating Sustainability Principles into Project Management Competency Standards“. Russian Journal of Project Management 4, Nr. 3 (17.09.2015): 9–78. http://dx.doi.org/10.12737/13393.
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The balance between economic growth and social wellbeing has been around as a political and managerial challenge for many years, and the concept of sustainability has grown in recognition and importance. The pressure on companies to broaden its economic and sustainability performance reporting and accountability to shareholders has increased. The integration of the concepts of sustainability in projects and project management became very significant. Today modern companies have to implement the principles of sustainability in their operational activities, and this process requires changers including: finance, marketing, manufacturing, communications. Project managers are regarded in organizations as �change agents� who have a strong influence on the sustainability of organizations. Translating the principles of sustainability into strategic and operational reality project managers need to obtain some competencies that provide them with the necessary tools and abilities to manage such important changes and to integrate sustainability standards and ideas into company�s day-to-day operations. However, the standards of project management fail to address the role that project managers play in realizing sustainable development, and project managers are lacking competencies to consider the sustainability aspects of their projects. This �competency gap� of the project manager has appeared in the standards of project management competencies. Many scientific scholars and practitioners are aware of strong importance of engaging sustainability into the modern models of project managers� competencies, to prepare project managers for their pivotal role in realizing sustainability of organizations. The central question of this paper is: Which new competencies should be added to the standards of project management competencies? This paper also reports a literature-based analysis of the coverage of the competencies required for considering sustainability aspects, in the standards of project management competencies. In this article the authors present a review of different scientific approaches to the sustainability competencies of project managers and make an attempt to establish the significance of closing the gap between the set of project managers� competences and the required competencies from the point of sustainability.
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Tolmer, Charles-Edouard. „Improving the Use of BIM Using System Engineering for Infrastructure Projects“. International Journal of 3-D Information Modeling 6, Nr. 3 (Juli 2017): 17–32. http://dx.doi.org/10.4018/ij3dim.2017070102.
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BIM is defined and used in several ways. As standardisation is now increasing on BIM, it is time to optimise the use of BIM, especially for civil infrastructure projects. The level of detail of the information produced and exchanged is not defined enough to allow production optimisation. It concerns a lot of processes and documents in the project, not only the BIM Execution Plan. It is proposed here to use system engineering principles to complete the BIM principle, helping to optimise the use of BIM. Some of these principles are similar but they have to be merged, regarding both System Engineering and BIM paradigms. Finally, integration of systems composing the civil infrastructure is the final aim. Using BIM and System Engineering principles in an efficient way is crucial to make BIM not a constraint but a need for the project.
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Aghaegbuna, Ozumba, Chothia Tasmiyah, Booi Zanoxolo und Madonsela Nikiwe. „Sustainability in Project Management Practice“. MATEC Web of Conferences 312 (2020): 02015. http://dx.doi.org/10.1051/matecconf/202031202015.
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The study focused on the application of sustainability in project management, with reference to attendant difficulties experienced, which affect the goal of achieving sustainability outcomes in project management. As such the study explored the nature and occurrence of challenges to the integration of sustainability principles with PM practice. A review of purposively sampled literature was complemented with fieldwork, which involved an online questionnaire with eighty-nine participants, to collect qualitative data, using South Africa as context. The major limitation was the purposive use of professional project managers as a sample population. The findings reveal that project managers experience significant challenges when implementing sustainability in their practice. While confirming deductions from the literature review, findings suggest that the most significant challenge may be the lack of information among participants and other stakeholders. One major implication is that other identified difficulties may be traceable to the same lack of knowledge in the subject area. Identified consequences include delayed projects and complete abandonment of the sustainability principles in projects. The integration of sustainability principles with project management practice is a growing niche area of project management knowledge. The study contributes a unique exploration of nature and occurrence, and dynamics of attendant challenges, through a comparison of experience and perception. The comparison has highlighted the differences between the experience and perception of project managers, with reference to the application of sustainability principles.
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Vachan, B. „Applying project management principles to research projects in a health setting“. Radiographer 59, Nr. 1 (März 2012): 5–7. http://dx.doi.org/10.1002/j.2051-3909.2012.tb00166.x.
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Visentin, Luca, Luca Munaron und Federico Alessandro Ruffinatti. „Structuring data analysis projects in the Open Science era with Kerblam!“ F1000Research 14 (15.01.2025): 88. https://doi.org/10.12688/f1000research.157325.1.
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Background Structuring data analysis projects, that is, defining the layout of files and folders needed to analyze data using existing tools and novel code, largely follows personal preferences. Open Science calls for more accessible, transparent and understandable research. We believe that Open Science principles can be applied to the way data analysis projects are structured. Methods We examine the structure of several data analysis project templates by analyzing project template repositories present in GitHub. Through visualization of the resulting consensus structure, we draw observations regarding how the ecosystem of project structures is shaped, and what salient characteristics it has. Results Project templates show little overlap, but many distinct practices can be highlighted. We take them into account with the wider Open Science philosophy to draw a few fundamental Design Principles to guide researchers when designing a project space. We present Kerblam!, a project management tool that can work with such a project structure to expedite data handling, execute workflow managers, and share the resulting workflow and analysis outputs with others. Conclusions We hope that, by following these principles and using Kerblam!, the landscape of data analysis projects can become more transparent, understandable, and ultimately useful to the wider community.
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Visentin, Luca, Luca Munaron und Federico Alessandro Ruffinatti. „Structuring data analysis projects in the Open Science era with Kerblam!“ F1000Research 14 (04.04.2025): 88. https://doi.org/10.12688/f1000research.157325.2.
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Background Structuring data analysis projects, that is, defining the layout of files and folders needed to analyze data using existing tools and novel code, largely follows personal preferences. Open Science calls for more accessible, transparent and understandable research. We believe that Open Science principles can be applied to the way data analysis projects are structured. Methods We examine the structure of several data analysis project templates by analyzing project template repositories present in GitHub. Through visualization of the resulting consensus structure, we draw observations regarding how the ecosystem of project structures is shaped, and what salient characteristics it has. Results Project templates show little overlap, but many distinct practices can be highlighted. We take them into account with the wider Open Science philosophy to draw a few fundamental Design Principles to guide researchers when designing a project space. We present Kerblam!, a project management tool that can work with such a project structure to expedite data handling, execute workflow managers, and share the resulting workflow and analysis outputs with others. Conclusions We hope that, by following these principles and using Kerblam!, the landscape of data analysis projects can become more transparent, understandable, and ultimately useful to the wider community.
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Black, Warren, Geoffrey Cann und Darren Gerber. „Nine principles for establishing a risk-intelligent major capital project“. APPEA Journal 53, Nr. 2 (2013): 495. http://dx.doi.org/10.1071/aj12106.
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The reality of major capital projects With almost $1 trillion of investor capital being committed to major capital projects across Australia, the competition to secure adequate skills, machinery, materials, operating licenses, contractor support, and associated infrastructure has increased significantly, putting pressure on supply and yielding unique delivery risks. Furthermore, the sheer magnitude and complexity of these projects, combined with market conditions and the high value of the Australian dollar, has increased risk profiles to the point where such projects may threaten the financial security of owners and investors. The reality is that major capital projects can significantly enhance or erode shareholder value, depending on how well they are executed. Considering their high-impact nature, levels of governance, risk management, and assurance need to be strengthened. Risk intelligence in major capital projects As part of Deloitte's ongoing relationship with some of the most prominent major capital project entities in Australia, the authors have assessed a number of mega projects to determine what commonalities exist in light of risk management better practice. The authors have consolidated their observations into their latest contribution to Australian industry: Nine Principles to Establishing a Risk Intelligent, Major Capital Project. This extended abstract outlines what the authors believe the top Australian major capital projects are doing to control risk, while pursuing their delivery objectives. How are project officers securing clear accountability in complex stakeholder environments? How are they keeping owners and investors assured? How are they de-mystifying emerging risk scenarios?
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Bushuyev, Sergey, und Maksym Shkuro. „DEVELOPMENT OF PROACTIVE METHOD OF COMMUNICATIONS FOR PROJECTS OF ENSURING THE ENERGY EFFICIENCY OF MUNICIPAL INFRASTRUCTURE“. EUREKA: Physics and Engineering 1 (31.01.2019): 3–12. http://dx.doi.org/10.21303/2461-4262.2019.00826.
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The analysis of scientific and practical approaches concerning the identification and classification of stakeholders, the definition of centers of influence on projects were carried out. It has been shown that there is insufficient attention paid to the aspects of proactive interaction with the stakeholders in the project management, the specificity of the projects for the ensuring of municipal energy efficiency is not taken into account. This article proposes to introduce the concept of the proactivity basis, identify the role of stakeholders of the municipal energy efficiency projects and the strength of their influence on the adoption of management decisions. The model of stakeholders of such projects is suggested taking into account the proactive influence on them. The model identifies stakeholders, their roles in municipal energy efficiency projects, and proposes appropriate proactive basis. The principles of proactive communication of the project of ensuring the municipal energy efficiency projects with stakeholders are formulated: the principle of common values, the principle of priority, the principle of continuous monitoring, the principle of feedback effectiveness, and the principle of strategic partnership. The method of proactive communication of the project management system is also developed, which will allow for proactive management of projects to ensure municipal energy efficiency.
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Slabey, William, und Douglas Austrom. „Organizational Engineering Principles in Project Management“. Project Management Journal 29, Nr. 4 (Dezember 1998): 25–34. http://dx.doi.org/10.1177/875697289802900404.
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Clayton, Mike. „The principles of agile project management“. Business & Management Collection 2024, Nr. 11 (28.11.2024): e1006387. http://dx.doi.org/10.69645/bvdo8493.
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ШИРОКОВА, А. А. „BASIC PRINCIPLES OF INVESTMENT PROJECT IMPLEMENTATION“. Экономика и предпринимательство, Nr. 6(155) (02.08.2023): 748–51. http://dx.doi.org/10.34925/eip.2023.155.6.134.
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В статье рассматривается основные принципы реализации инвестиционного проекта. Благодаря правильному размещению проектируемого объекта, значительно улучшится социально-экономическое положение исследуемой территории. Автор предлагает проект решения и расчет необходимых затрат на его реализацию. Данный проект позволит увеличить туристический поток, а также реализовать простаивающие инвестиционные площадки. The article discusses the basic principles of the implementation of the investment project. Due to the correct placement of the projected object, the socio-economic situation of the studied territory will significantly improve. The author offers a draft solution and the calculation of the necessary costs for its implementation. This project will increase the tourist flow, as well as implement idle investment sites.
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Little, Bob. „The principles of successful project management“. Human Resource Management International Digest 19, Nr. 7 (18.10.2011): 36–39. http://dx.doi.org/10.1108/09670731111175597.
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Rydzewski, J. R. „Irrigation project appraisal: Outline of principles“. Agricultural Water Management 13, Nr. 2-4 (Juni 1988): 359–68. http://dx.doi.org/10.1016/0378-3774(88)90166-7.
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Chinyio, Ezekiel. „Project Management: Systems, Principles, and Applications“. Construction Management and Economics 31, Nr. 9 (September 2013): 1020–21. http://dx.doi.org/10.1080/01446193.2013.804627.
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Astrachan, Owen, und Amy Briggs. „Update on the CS Principles project“. ACM SIGCSE Bulletin 43, Nr. 4 (Oktober 2011): 2. http://dx.doi.org/10.1145/2068756.2068757.
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Clayton, Mike. „The principles of good project governance“. Business & Management Collection 2025, Nr. 3 (31.03.2025): e1006392. https://doi.org/10.69645/wtzn8137.
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Berezhna, G., O. Kovtun, H. Danylchuk und O. Sliusarchuk. „PROJECT SUSTAINABILITY AND SUSTAINABLE PROJECT MANAGEMENT: KEY CONCEPTS, PRINCIPLES, APPROACHES“. Investytsiyi praktyka ta dosvid, Nr. 3 (04.02.2025): 57–65. https://doi.org/10.32702/2306-6814.2025.3.57.
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Talbot, Jude, und Ray Venkataraman. „Integration Of Sustainability Principles Into Project Baselines Using A Comprehensive Indicator Set“. International Business & Economics Research Journal (IBER) 10, Nr. 9 (18.08.2011): 29. http://dx.doi.org/10.19030/iber.v10i9.5624.
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Sustainability is defined as balancing the three concepts of people, planet, and profit to maximize the absolute value of an undertaking. Therefore it deals with the long term economic, social, and environmental effects of an undertaking. However, the definition of sustainability, which is focused on the long term, does not provide practical guidance to companies attempting to integrate sustainability into their projects, which by definition are temporary constructs. The imbalance between the definition of sustainability and the definition of a project has made it difficult to incorporate meaningful sustainability indicators into project baselines. In this paper we propose a framework for integrating sustainability into project baselines for consulting engineering projects in the industrial and resource extraction fields. This framework is based on using a sustainability indicator set that has been derived from existing sets applicable to industrial or resource extraction projects. The utility of the proposed framework and indicator set are back checked against a recently completed engineer, procure, and construction manage mining project undertaken by a large engineering and project management services organization.
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Zolotareva, A. B. „Reflection of project and program management principles in the budget legislation of Russia“. Ars Administrandi (Искусство управления) 13, Nr. 3 (2021): 285–308. http://dx.doi.org/10.17072/2218-9173-2021-3-285-308.
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Introduction: the article is devoted to the analysis of normative acts regulating the application of project and program management principles in the budget planning process in Russia. Objectives: to assess the regulatory framework of project and program management for its integrity, consistency and compliance with budget legislation and international standards of program and project management; to formulate the areas to optimize program and project budgeting in Russia. Methods: the research uses methods of comparative legal and system analysis. Results: the main issues in legal regulation in the field of research are identified, including: non-compliance of the actual strategic planning procedure with the requirements of the federal law; excessive number and mutual duplication of the content of project and program documents in the absence of their clear hierarchy; non-compliance in the Russian legislation with such basic principles of project and program management as the limited time of the goals and objectives in program documents, concentration of powers to manage projects (programs) and responsibility for their results in the same position; the actual withdrawal of the legislative power and the Russian Government from participation in program and project management; dual power in industry management. Conclusions: to overcome the above shortcomings the following measures, among all, are advisable: to fix the status of national projects in the Federal Law “On strategic planning in the Russian Federation” as the fundamental planning documents; to include data on the volume of their financial support and main activities in national projects, excluding current costs and measures already listed in the state programs; to restore the powers of the Russian Government to give approval on the national projects content (passports) as well as the federal projects outside the national ones; to bridge the gap between the powers and responsibilities of program (project) managers.