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Journal articles on the topic 'Development project'
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Pandit, Devanshu, and Dr S. M. Yadav Dr. S. M. Yadav. "Effective Project Controls at Project Development Stage." International Journal of Scientific Research 2, no. 7 (June 1, 2012): 137–39. http://dx.doi.org/10.15373/22778179/july2013/47.
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Stare, Aljaž. "Agile Project Management in Product Development Projects." Procedia - Social and Behavioral Sciences 119 (March 2014): 295–304. http://dx.doi.org/10.1016/j.sbspro.2014.03.034.
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Stenglein, Sharon. "Projects: The Connected Geometry Project." Mathematics Teacher 89, no. 7 (October 1996): 612–14. http://dx.doi.org/10.5951/mt.89.7.0612.
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Ahramakova, Nataliia, Svitlana Honcharova, and Andriy Honcharov. "Technology for the development and implementation of social projects: substantiation of the project proposal and documents." Development Management 18, no. 1 (June 15, 2020): 11–24. http://dx.doi.org/10.21511/dm.18(1).2020.02.
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Ensuring a decent standard of living for citizens, especially vulnerable groups, requires qualitative changes in society. Social projects are a modern tool for making change. In this regard, it becomes relevant to study the applied aspect of their implementation – technology for the development and implementation of social projects. This study aims at exploring the nature and classification of social projects, as well as improving and further developing the technology for the development and implementation with justification of the project proposal and documentation using the Let’s Start Together project as an example. The object of research is the process of using technologies for the development and implementation of social projects in solving social problems of society. The subject is theoretical and practical recommendations on the technology for the development and implementation of social projects, based on the justification of the project proposal and documentation. The following methods were used: logical analysis – to clarify the essence of the concept of a social project; analysis and synthesis – to improve the classification of social projects; network planning – to formulate a technology implementation plan for the development and implementation of social projects. The paper explores the essence of a social project, proposes the classification of social projects and defines criteria for their evaluation. The sources of financing a social project are characterized; co-financing by various donors. A technology for the development and implementation of social projects is proposed. Considerable attention is paid to the first stage, namely the development of the project proposal and the documentation of a social project. The proposed technology was tested in the context of the social project Let’s Start Together.
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Swangjang, K. "Ecological Impact behind Mega Project Development." International Journal of Environmental Science and Development 6, no. 8 (2015): 620–24. http://dx.doi.org/10.7763/ijesd.2015.v6.669.
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Falola, Toyin, and Adedeji B. Badiru. "Managing Industrial Development Projects: A Project Management Approach." African Economic History, no. 22 (1994): 142. http://dx.doi.org/10.2307/3601672.
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Stoddart-Stones, Robin. "Development of project management systems for major projects." International Journal of Project Management 6, no. 1 (February 1988): 34–38. http://dx.doi.org/10.1016/0263-7863(88)90056-7.
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Milosevic, Dragan, and Peerasit Patanakul. "Standardized project management may increase development projects success." International Journal of Project Management 23, no. 3 (April 2005): 181–92. http://dx.doi.org/10.1016/j.ijproman.2004.11.002.
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Bilokon, A. I., and L. V. Kyslytsia. "ORGANIZATION OF REAL ESTATE DEVELOPMENT PROJECTS." Ukrainian Journal of Civil Engineering and Architecture, no. 1 (019) (April 20, 2024): 45–55. http://dx.doi.org/10.30838/j.bpsacea.2312.270224.45.1022.
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The considers the field of development, specifically focusing on the organization of project management in development. It is demonstrated that real estate development possesses certain characteristics that directly impact the activities of developers and the organization of development management. The presence of these characteristics creates a unique environment in which developers operate, influencing various approaches, schemes, forms, and models of project development management organization. The purpose of the article is to formulate systematic concepts regarding the forms of organization in development projects. To achieve the goal of forming a comprehensive understanding of organizational mechanisms for managing development projects, the paper examines the organizational environment in which project teams operate and the forms of project management organization in development companies. The paper illustrates that in the project life cycle model, the organizational structure of project management can vary both within individual phases and across projects of different concepts and scales. The management organization during different phases of the project life cycle (PLC) and the organizational structures of development companies during the construction phase have been analyzed. It is demonstrated that contemporary organizations consistently channel their efforts towards improving (developing) the organizational management environment in development and creating conditions for the successful implementation of projects. Therefore, in addition to the value of creating new tangible assets, the project management group (PMG) adds (creates) value through the establishment of a unique organizational environment. The approach to evaluating the values of collaborative work within a project team is demonstrated. The developed organizational environment unquestionably represents a value that the developer additionally acquires along with new development projects. Task: the paper explores the organization of project management groups (PMG) in development; organizational forms of development project management; the organization of project management in development during the construction phase as the most significant; and organizational structures of development companies. Research results: a system application for the organization of development projects’ management has been created. Possible forms of development projects’ organization and elements of the company's organizational structure are analyzed.
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Patanakul, Peerasit, Aaron J. Shenhar, and Dragan Z. Milosevic. "How project strategy is used in project management: Cases of new product development and software development projects." Journal of Engineering and Technology Management 29, no. 3 (July 2012): 391–414. http://dx.doi.org/10.1016/j.jengtecman.2012.04.001.
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Kasten, Peggy. "Projects: Hawaii Algebra Learning Project." Mathematics Teacher 93, no. 3 (March 2000): 260. http://dx.doi.org/10.5951/mt.93.3.0260.
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The Hawaii Algebra Learning Project of the Curriculum Research and Development Group, University of Hawaii, has both a curriculum component and a professional development component. The project was made possible through funding from the National Science Foundation, the U.S. Department of Education, the McInerny Foundation, and the University of Hawaii. The original goal of the project was to develop curriculum materials that make algebra accessible to students of all ability levels. This materials component has been identified as a promising program in mathematics education by the Laboratory Network Program of the U.S. Department of Education's Office of Educational Research and Improvement.
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Mityakova, O. I., and A. V. Chernenko. "Tools for planning research and development projects." Economy in the industry 11, no. 1 (July 12, 2018): 29–36. http://dx.doi.org/10.17073/2072-1633-2018-1-29-36.
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. Realization of R&D projects is one of the factors of the enterprise’s competitiveness. Under the policy of import substitution in the domestic market, enterprises should pay great attention to planning R&D projects, assessing possible risks and minimizing development costs. A detailed development plan for R&D allows you to achieve the main criteria for the effectiveness of the R&D project: cost, timing, quality. To increase the efficiency of planning R&D projects, it was proposed to introduce new aspects of planning. The first aspect is the formation of the project portfolio, and not the consideration of each project separately, regardless of other projects. The second aspect is the development and implementation of its own automated project management system for research and development projects for the implementation of projects within the established budget and timeframe, prompt receipt of reporting information on projects, transparency of each work performed and the workload of each department at the current time and in the future. The article considers the process of making a decision on the implementation of the project, proposed a project prioritization factor to avoid outages and overload of personnel, and consider the concept of «control points». Process of decision-making has a several stages. Stages include the assessing of project efficiency, determining the priority according to target of project realization, analysis of the current load on projects, determining the level of necessary resource, also assessing the usage of resources including new projects. For project planning to considered several scenarios also, to analyses and define the shortcomings of the planning systems. Should to make some additional aspects for each project in apart, also as a whole for project portfolio.
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Uzakova, Shynar, Serik Beimenbetov, and Yerlan Shildibekov. "Value-oriented approach in Kazakhstani regional development projects." Problems and Perspectives in Management 19, no. 4 (December 7, 2021): 352–61. http://dx.doi.org/10.21511/ppm.19(4).2021.28.
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Sustainable regional development projects are a challenge for all countries, regardless of their geographic location, cultural differences, or level of economic development. Kazakhstan is also facing this challenge and tries to counteract this process by actively implementing regional development projects and programs. However, project effectiveness and project value remain bottlenecks as these projects are aimed to improve lives and work in rural areas and eliminate inequality; therefore, managing such projects is a complex issue. This study seeks to obtain data that will help to address these research gaps and to identify value aspects of such projects from the end-users’ perspectives – local communities. This can help to understand how to select projects with high value and enhance their effectiveness.For this purpose, in 2020, a questionnaire survey and semi-structured interviews of end-users of regional development projects implemented in local communities were conducted. 301 respondents from main mining towns included in the regional development program of the Republic of Kazakhstan have been surveyed and 18 deep interviews have been conducted. The results show that Kazakhstani regional development projects appear to have a low level of value from the perspective of main stakeholders and beneficiaries – local communities. Project value evaluation has also revealed that a concept of value is different for local government authorities, project teams, and local communities. The study expands knowledge on the management of regional development projects, revealing the importance of understanding the value for such projects to achieve success and enhance their effectiveness.
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Thomas, Sam, and M. Bhasi. "Software Development Project Risk." International Journal of Information Technology Project Management 3, no. 4 (October 2012): 41–55. http://dx.doi.org/10.4018/jitpm.2012100103.
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Software development risk points to an aspect of a development task, process or environment which, if ignored, tends to adversely affect the project performance. Observations from literature show that while many studies on software project risk construct have been done in developed countries, there is scarcity of literature from Asian countries, especially India. Hence, this research was formulated with an objective of studying software development project risk in the Indian context. Data related to the presence of risk items was collected from 527 software development projects in India. This data was factor analyzed to identify five major risk dimensions namely Team risk, Project planning and Execution Risk, External risk, User risk and Project complexity risk. The resulting factor structure was validated through Confirmatory Factor Analysis. Software project risk was seen to be best represented by a second order factor model with five first order factors.
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Brooks, Stoney. "Interdisciplinary App Development Project." Journal of Cases on Information Technology 19, no. 3 (July 2017): 15–23. http://dx.doi.org/10.4018/jcit.2017070102.
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The benefits of teams in organizations are well known. Professionals in many fields, including Information Systems, work with others in teams. Often, these team members have varied backgrounds. To provide educational experiences that prepare students for their careers, interdisciplinary work is becoming increasingly popular. This case describes an interdisciplinary application development project that brought together students from Computer Information Systems, Computer Science, and Electronic Media. This was the first project of this scope, bringing together students from three different Colleges on campus, to be attempted at the University. Development of the project, execution of the plan, and the experiences encountered by the students are provided. Issues were encountered during the semester-long project, leading to recommendations for educators interested in offering similar projects.
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Sujova, Andrea. "Change project development." New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 13, 2018): 298–305. http://dx.doi.org/10.18844/prosoc.v4i10.3095.
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Changes have become a part of everyday life due to the fast changing environment of firms. Success in provided changes depends on their preparing and planning. This paper deals with the preparation phase of change and development of the project. The aim of the paper is to present a methodology of change project development and its application in conditions of the chosen firm. Analytical managerial methods concerning project and change management were used. The results achieved have shown the possibility for improving a competitiveness of the firm through identification and realisation of needed changes. Keywords: Change, management of change, project development, firm.
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Sajdyk, Tammy J., Thomas G. Sors, Joe D. Hunt, Mary E. Murray, Melanie E. Deford, Anantha Shekhar, and Scott C. Denne. "Project Development Teams." Academic Medicine 90, no. 1 (January 2015): 40–46. http://dx.doi.org/10.1097/acm.0000000000000528.
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Stankovic, Nenad. "Single development project." Journal of Systems and Software 82, no. 4 (April 2009): 576–82. http://dx.doi.org/10.1016/j.jss.2008.12.046.
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KAMIYA, Kazuhide, Kimihisa MATSUMOTO, So ITO, and Manabu IWAI. "Career development project." Proceedings of Conference of Hokuriku-Shinetsu Branch 2018.55 (2018): K043. http://dx.doi.org/10.1299/jsmehs.2018.55.k043.
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Cannon-Brookes, P. "Hermitage development project." Museum Management and Curatorship 13, no. 3 (September 1994): 300–303. http://dx.doi.org/10.1016/0260-4779(94)90007-8.
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Sablina, Alisa, and Svetlana Borodulina. "The development of transport infrastructure development projects." E3S Web of Conferences 326 (2021): 00034. http://dx.doi.org/10.1051/e3sconf/202132600034.
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In modern conditions, one of the key factors in the economic growth of any territory is an efficiently functioning infrastructure that determines the quality of life of the population and business activity in all sectors of the economy. Transport, which is the most important element of infrastructure, implies the need to constantly improve the quality of services provided to the population in order to form a single economic space on the territory of the country. The article discusses the methods of assessment and selection of transport infrastructure development projects currently used in Russia and abroad. The problems of applying the existing methods have been identified, which requires their refinement and improvement. The article proposes a method for multi-criteria assessment and selection of transport infrastructure development projects. It will contribute to the fastest and most effective achievement of the transport infrastructure development project goals in the regions and in the country as a whole. In addition, a mechanism for calculating the effects of project implementation on related industries has been determined. Methods for assessing the risk of project implementation are proposed. The scheme of the proposed method is presented, which allows monitoring the implementation of the project by checkpoints. The paper also presents an algorithm for multi-criteria assessment and selection of projects, demonstrating the possibility of practical application of the presented developments. The research on the basis of taking into account the interests of all potentially interested parties, solving systemic management problems (the absence of “manual guidance” and the introduction of a well-functioning selection mechanism), the clarity and transparency of the mechanisms developed allowed obtaining an adequate method and make the considered and selected project demanded and cost-effective on the market of transport services.
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Babenko, Kristina. "MANAGEMENT OF TERRITORIAL ECONOMIC DEVELOPMENT: PROJECT APPROACH." Scientific Bulletin of Mukachevo State University. Series “Economics” 1(13) (2020): 135–40. http://dx.doi.org/10.31339/2313-8114-2020-1(13)-135-140.
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The urgency of the research topic is due to the need for rapid response of regions to changing environmental processes in the context of the spread of digitalization and active introduction of innovative technologies. It has been determined that in the modern market economy project management becomes a necessary factor in ensuring the competitive advantage of many regions. The purpose of the article is to substantiate the need for a project approach to the management of economic development of territories. Based on the use of methods of analysis, synthesis, scientific abstraction and logical generalization, trends in the evolutionary development of project management have been identified. It has been substantiated that project management forms advantages and unique competencies that are necessary for highly efficient and successful functioning of territories in a competitive market environment, in the realities Науковий вісник Мукачівського державного університету, 2020 140 of the new economic situation, which is characterized by significant speeds and dynamics of change in certain areas. It has been proved that one of the new alternative directions in the development of project management is flexible project management. It is determined that at the level of regional management the project approach can be used both for the implementation of individual projects and in the implementation of targeted programs. It has been proved that an integral part of the successful implementation of regional projects is the formation of a system of training methods and tools of project management. The foreign experience of project management application at the regional level has been analyzed and three key models have been revealed: american, european, canadian. The key principles of using the project approach to the management of economic development of territories have been identified, namely: systemicity, integration, balance, dynamism, decomposition, competence. The practical significance lies in identifying the features of the project approach to regional development management, which must be taken into account: openness and publicity of regional projects; increased control over the targeted use of local budget funds for regional projects; the complexity of assessing the effectiveness of the regional project; difficulties in setting priorities and differentiating regional projects. Key words: economic development, project management, regional development, flexible management methods, regional projects, project approach
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Kabir, Mousumi, and Lazar Rusu. "IT Project Development using Capability Maturity Model." Information Resources Management Journal 29, no. 4 (October 2016): 35–48. http://dx.doi.org/10.4018/irmj.2016100103.
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In many research studies on IT project development process, the authors have noticed that different frameworks are used for this purpose. In fact, many companies choose specific frameworks to run their IT projects based on project type and face dissimilar problems during the execution. In this research the authors are presenting a framework for IT project development using Capability Maturity Model. The framework has been developed to improve the IT project development in a large company because of the lower rate of successfully IT projects in that company. To develop the framework, they have used design science research and evaluated this framework with the project managers from that large company. The result of this research is a framework for IT projects development that is based on generic Capability Maturity Model and is adapted to the specific needs of an IT project development environment. Moreover, the framework identifies for each key process area of IT project development, the goals and activities to be performed.
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Kārkliņa, Kristīne, and Rūta Pirta. "Quality metrics in Agile Software Development Projects." Information Technology and Management Science 21 (December 14, 2018): 54–59. http://dx.doi.org/10.7250/itms-2018-0008.
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Nowadays, IT projects are becoming more complex and larger in scale. Stakeholders often experience difficulties assessing project quality attributes, such as progress, budget. Specifically adapted project metrics based on their descriptive features are beneficial tools for acquiring important information. The paper discusses metrics as an important project quality assessment method. It proposes using GQM method for selecting the most appropriate Agile project quality metrics. For metrics monitoring it explores popular cloud-based project management systems. An illustration of the approach is provided by two case studies with Agile projects in the public sector.
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Rudnichenko, Yevhenii, Nataliia Havlovska, Mykhail Kryvdyk, and Dmitro Balabus. "DEVELOPMENT OF PROJECT MANAGEMENT STANDARDS: INTERNATIONAL EXPERIENCE." Innovation and Sustainability, no. 1 (March 31, 2023): 133–39. http://dx.doi.org/10.31649/ins.2023.1.133.139.
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The article examines the main international standards for quality management and configuration management in projects. The most widespread standards were analyzed, namely: PMBOK (A Guide to the Project Management Body of Knowledge) – a body of knowledge on project management, developed by the Project Management Institute (PMI); ISO standards (ISO 10006:1997 Quality management – Guidelines to quality in project management – standard for quality in project management, ISO 21500:2012 Guidance on project management – standard for project management, ISO 21500:2021 Project, program and portfolio management – Context and concepts – the main profile standard, which is a comprehensive guide to the use of the ISO 21500 series of standards); Prince 2 and PRINCE 2 Agile – a standard method of effective project management developed by the CCTA (Central Computer and Telecommunications Agency); IPMA - standards of the International Project Management Association. International Project Management Association; OPM 3 (Organization Project Management Maturity Model) – a model of Organizational Project Management Maturity; P2M (from Project and Program Management for Enterprise Innovation) is a Japanese approach to managing complex projects of implementing innovative technologies at the enterprise level in an unstable environment. An analysis of the evolution of PMBOK international standards from the 1st edition of 1996 to the 7th edition of 2021 was carried out, which was characterized in detail and presented the relationship between project management principles and areas of project effectiveness according to PMBOK 7th edition. ISO standards are considered and the main ones related to project management are characterized. The standard method of effective management of Prince 2 and PRINCE 2 Agile projects is studied and the main principles on which they are based are given. The main evolutionary transformations of the IPMA standard from 1965 to 2015 are characterized. Appropriate conclusions have been drawn.
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Merikoski, Helena, Paula Savolainen, and Jarmo J. Ahonen. "Suppliers’ software development project start-up practices." International Journal of Managing Projects in Business 10, no. 4 (September 5, 2017): 880–96. http://dx.doi.org/10.1108/ijmpb-10-2016-0083.
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Purpose The purpose of this paper is to present a life cycle phase of a software development project which is substantial for the success of the project. This paper visualizes the project start-up phase from suppliers’ perspective. Design/methodology/approach The method is a theory building from case studies. The data were collected from three software supplier firms by conducting process modeling separately in each firm. Findings The study resulted in a model of a supplier’s software project start-up which includes start-up practices and involved roles. The results indicate that project start-up is an integral and structured phase of project life cycle, which influences the execution of a software development project, especially from the supplier’s perspective in the project business context. Research limitations/implications The study focuses on the start-up phase of software development projects delivered to external customers. Therefore, developed project start-up model is applicable as such in software supplier firms. Practical implications The project start-up model presented in this paper indicates that project start-up is a complex and multi-dimensional activity in a supplier firm. This study suggests that if the project start-up phase is clearly defined, planned and followed in a supplier firm, it reduces confusion and miscommunication among the people involved in the project and helps to achieve the business goals of a project. Originality/value This study emphasizes that it is necessary to make a distinction between the perspectives of the customer and the supplier when studying projects in the project business context. The findings contribute the new knowledge for managing outsourced software development projects.
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Doh, Young-Ah, Pyeong-Jun Yu, Min-Hee Heo, Jung-Won Lee, and Jin-Won Noh. "A Case Study of Community Development Projects in Tigray, Ethiopia." Korea Association of International Development and Cooperation 15, no. 3 (September 30, 2023): 119–36. http://dx.doi.org/10.32580/idcr.2023.15.3.119.
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Purpose: This research aims to suggest a checklist for successful implementation of future community development projects by analyzing three community development projects implemented in the Tigray region of Ethiopia applying Sustainable Livelihood Framework (SLF).
 Originality: While there exist various studies dealing with community development programs, there is only few studies that attempt to empirically analyze the positive effects and negative effects of community development programs. Thus, this research intended to empirically examine differences between development theories and practices using three projects that have been implemented in Tigray region.
 Methodology: Case study was conducted through qualitative research methods such as Key Informant Interview, Focus Group Discussion in analyzing three community development projects implemented in Tigray region of Ethiopia. The elements of each project were analyzed based on 5 assets, strategies, and outcomes of the Sustainable Livelihood Framework(SLF) to evaluate the sustainability of the project.
 Result: In the Koraro project, community participation in every stage was absent, which weakened the sustainability of the positive outcomes. Second, AbrehaAtsbeha project was community-based, participatory, and integrated, which led to agile implementation. Lastly, in Maymekden and Addis Alem project, meaningful community participation was not made, which resulted in unsustainable outcomes.
 Based on these results, this study suggests that the success of community development projects depends on factors such as community participation and investments in livelihood assets.
 Conclusions and Implication: This result implies for the development actors that the community development project outcomes should be sustained through local resources and build a sense of ownership in the community
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Montes-Guerra, Maricela I., Aida R. De-Miguel, M. Amaya Pérez-Ezcurdia, Faustino N. Gimena, and H. Mauricio Díez-Silva. "Project Management in Development Cooperation. Non-Governmental Organizations." Innovar 25, no. 56 (April 1, 2015): 53–67. http://dx.doi.org/10.15446/innovar.v25n56.48989.
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This article analyzes the adoption of project management practices in development cooperation NGOs and their influence on project performance. This paper illustrates the impact in the implementation of methodologies, techniques and tools on outcomes, measured by success criteria of several projects recently implemented. Information from the project managers of the organizations was collected, and complemented by a literature review. We analyzed the correlation among the variables that determine the adoption of a project, and the criteria that determine its success. The positive effect of project management adoption in the performance of cooperation projects is demonstrated, in spite of the low use of methodologies, techniques and tools within the sector. The article shows the importance of project management in cooperation and aid projects, with the purpose of increasing researchers' awareness about the field as applicable knowledge and about the benefits of its use in the sector. The paper shows that project management can improve project efficiency and accountability in other sectors.
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Kisielnicki, Jerzy. "Project Management in Research and Development." Foundations of Management 6, no. 3 (December 1, 2014): 57–70. http://dx.doi.org/10.1515/fman-2015-0018.
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Abstract Implementation of R&D projects determines whether the organization is changing and becoming fully competitive. R&D projects are the basis for innovation policy at the macro level - the state - and the micro level - the organization. Management of R&D projects requires not only high level of skills, but knowledge of highly developed tools to support the development of the organization. In managing this type of project, methods such as management competence, talent and knowledge, knowledge of modern information, and communication technology, stand out. In this study the following issues are presented: analysis of decision-making processes of R&D projects, basic modeling methodology of R&D projects, and analysis of communication systems in project management. The final part of the article presents the problems of commercialization of results obtained from R&D projects.
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Rongphar, Mohon. "Development Project Affect the Environment of Assam." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 569–75. http://dx.doi.org/10.31142/ijtsrd10913.
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Zanora, Volodymyr O., Serhii V. Momot, Dmytro I. Bedrii, and Liudmyla S. Fonar. "CONFLICT MANAGEMENT IN ENTERPRISE DEVELOPMENT PROJECT TEAMS." Academic Review 1, no. 58 (February 15, 2023): 187–204. http://dx.doi.org/10.32342/2074-5354-2023-1-58-14.
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The main research objective is to analyze behavioral styles of members of the enterprise development project team in conflict situations using the Thomas-Kilmann method and graphic techniques to show the importance and value of such analysis for preventive conflict management in business entities. The work has been performed in the following logical sequence: characteristics of behavior styles; survey of members of the project management team using the Thomas-Kilmann method; description of data using graphic techniques; context diagram of the process of analyzing the behavior styles of project team members in a conflict situation. According to the results of the survey of the project team members on the manifestations of a particular behavioral style in a conflict situation based on the Thomas-Kilmann method, diagrams and analysis (“petal” and “bubble”) have been presented. The diagrams allowed: to compare scores of the project team members demonstrating different behavioral styles in a conflict situation; to evaluate the ratio of project team members behavioral styles, identify the dominant style; with the help of visual aids to find out which group includes a particular behavioral style in terms of the level of its manifestation (weak, medium and strong. The obtained results indicate the feasibility of testing employees to determine the prevailing behavioral styles in a conflict situation for further consideration of data in the personnel management process. A matrix of project team members behavioral styles in a conflict situation and their characteristics in terms of cooperation and assertiveness have been presented. Radar charts, scatter plots and comparative histograms of the behavioral styles of the project team members in a conflict situation have been designed. The contextual diagram with the analysis of the behavioral styles of the project team members in a conflict situation has been given. This study has been conducted in the specific Ukrainian cultural and organizational context. The results of the research can be useful for Ukrainian industrial enterprises in order to achieve projects results for enterprise development.
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Park, Bokyeong, and Yiseul An. "‘Ownership Hypothesis’ on Development Projects and Project Duration Analysis." Korean Development Economics Association 25, no. 3 (September 30, 2019): 1–27. http://dx.doi.org/10.20464/kdea.2019.25.3.1.
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Ramataboe, P., and W. Kisubi. "DAM PROJECTS AND HEALTH DEVELOPMENT– LESOTHO HIGHLANDS WATER PROJECT." Epidemiology 16, no. 5 (September 2005): S154. http://dx.doi.org/10.1097/00001648-200509000-00396.
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Fritz, W. "Using the project management tool microsoft project for planning and controlling software development projects." Annual Review in Automatic Programming 16 (January 1992): 35–40. http://dx.doi.org/10.1016/0066-4138(92)90006-b.
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Алин, Г. Т., and Н. К. Рахимжанова. "SOFTWARE DEVELOPMENT PROJECT MANAGEMENT: PROJECT RISK MANAGEMENT." INTERNATIONAL JOURNAL OF INFORMATION AND COMMUNICATION TECHNOLOGIES 4, no. 1(13) (March 15, 2023): 38–50. http://dx.doi.org/10.54309/ijict.2023.13.1.004.
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в данной статье рассматриваются общие характеристики и основные технологии управления рисками в проектах разработки программных продуктов: определение рисков, ранжирование рисков по приоритету и выработка мер, связанных с компенсацией воздействия рисков на проект. Определены существующие подходы к управлению рисками проекта программной разработки, роли и задачи менеджера проекта и его команды в контексте управления рисками. В статье рассматривается необходимость анализа и учета рисков проекта, а также выделение необходимых временных и людских ресурсов для обеспечения конечного успеха в реализации проектов разработки программного обеспечения.
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Anisimova, I. "PROJECT DEVELOPMENT PROCESS IN PROJECT-TELLING METHODOLOGY." Scientific heritage, no. 133 (March 24, 2024): 58–61. https://doi.org/10.5281/zenodo.10866585.
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The present work is devoted to the project development process in educational organization in the Project-telling methodology for ensure project and organization’s reputation stability with help of frameworks: strategic, systematic, scenario and branding planning.
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Xu, Shao Nan. "The Development of Projects under the Clean Development Mechanism in China." Advanced Materials Research 468-471 (February 2012): 2682–85. http://dx.doi.org/10.4028/www.scientific.net/amr.468-471.2682.
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Since 2005 when Carbon Fund was formally introduced to China, the development of projects under the clean development mechanism(CDM) has experienced enormous growth,contributing to the sustainable development of industry.While there are at least two general barriers to get a balanced development of CDM projects in China—namely the limitation of implementation of CDM projects both in sector and scale spheres and problems faced by enterprises in development of CDM project —for assessment of the applicability of project methodology，this article compares the national Chinese registered projects and corresponding methodologies in the world.In the end,My analysis argues the underlying reasons and proposes several schemes to solve the problems.
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Yamin, Mohamed, and Adriel K. S. Sim. "Critical success factors for international development projects in Maldives." International Journal of Managing Projects in Business 9, no. 3 (June 6, 2016): 481–504. http://dx.doi.org/10.1108/ijmpb-08-2015-0082.
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Purpose – The purpose of this paper is to examine the perceptions of local project teams on critical success factors and project success in the context of international development projects in Maldives. It identifies the critical success factors of international development projects, examines how the success of international development projects in Maldives is perceived by local project team members, and analyzes the relationship between critical success factors and project success from the project teams’ perspective. Design/methodology/approach – A survey questionnaire was used and 41 project team members participated in the study. Correlation analysis and regression analysis were performed to understand the relationship with project success and critical success factors. Findings – The study found out that the levels of success of projects were perceived high among the project teams. The results indicated that monitoring CSF, coordination CSF, design CSF, training CSF, and institutional environment CSF had a significant relationship with project success. However, results of the regression analysis indicated that only monitoring CSF was significant in influencing project success. Research limitations/implications – The limited sample size and optimism bias of respondents were a constraint. Furthermore, further analysis of data may be required to advance analysis. Originality/value – The study looks through the lens of project implementation teams in order to provide insights from their vantage point. The study provides insights based on the Maldivian context which will benefit similar island nation communities implementing similar projects.
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Marciniak, Magdalena, and Paweł Cabała. "Categorization of drug development projects." Journal of Management and Financial Sciences, no. 52 (January 14, 2025): 29–43. https://doi.org/10.33119/jmfs.2024.52.2.
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The aim of the article is to develop a categorization of drug development projects based on the identified determinants of project management at different stages of the drug development process. The authors assumed that the factors influencing the success of drug development project management are diverse and depend on the level of advancement of research work. The concept of Technology Readiness Levels, which is well operationalized and applied in a wide range of industrial sectors, was used as a benchmark for assessing the maturity of projects. The complex, costly and multi-stage drug discovery and development process has been referred to Technology Readiness Levels. To define the determinants of drug development project management, empirical material collected through the observation of 140 meetings of teams implementing a total of 7 projects with different levels of development work was used. The presented research results can be used for the stratification of drug development projects, which – thanks to the use of appropriately selected project management methods – will enable better organization of the work of R&D centers in the biotechnology and pharmaceutical industries.
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Yakymenko-Tereshchenko, Natalіia, Kateryna Kunitsia, and Larysa Strygul. "DEVELOPMENT PROJECT AS THE BASIS OF DEVELOPMENT ACTIVITIES IN THE HOTEL AND RESTAURANT BUSINESS." Bulletin of the National Technical University "Kharkiv Polytechnic Institute" (economic sciences), no. 3 (May 5, 2024): 26–32. https://doi.org/10.20998/2519-4461.2024.3.26.
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The development project in the hotel and restaurant business is an important component of the activity, which involves the creation and development of hotel and restaurant facilities from scratch or the reconstruction of existing ones. The main goal of the development project is to create an attractive and functional environment for customers that meets their needs and requirements. A development project is a deliberately implemented system of successive interrelated activities using a limited amount of resources during a given period of time, aimed at creating qualitatively new objects (complexes of objects) of real estate within a given time frame with the aim of further returning the invested funds and obtaining income. Real estate development projects are a type of investment projects that differ in features: high capital intensity of projects, length of investment cycle, physical integrity, indivisibility (as a rule) of the object being created, innovative nature of projects, etc. The main stages of implementation of a development project in the hotel and restaurant business include: research of market trends, analysis of competitors, definition of the target audience and their needs; determining the location of the object, which meets the strategic goals of the project and the requirements of the target audience; development of the concept of a hotel-restaurant complex, including architectural and design solutions, layout of premises, engineering networks and infrastructure; project cost estimation, budgeting, search for investors, conclusion of financing agreements; implementation of construction works and implementation of the project in accordance with approved plans and schedules; promotion of the hotel and restaurant facility on the market, development of a marketing strategy, advertising campaigns and brand promotion; ensuring effective management of the hotel-restaurant complex after its commissioning, including personnel management, guest service, room reservations, etc. The successful implementation of a development project in the hotel and restaurant business requires a comprehensive approach, management expertise, financial stability and careful consideration of customer needs and market conditions.
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Zhang, C. "Project Management in Joint Venture Power Development." Wind Engineering 24, no. 3 (May 2000): 233–39. http://dx.doi.org/10.1260/0309524001495585.
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This paper discusses developing renewable power projects in a multi- country Joint Venture (JV) environment. A number of key factors in doing JV renewable power projects are analysed which cover Power Purchase Agreements (PPA), JV arrangements, project company structures and financing structures. A commonly preferred procedure for JV power project development is set out. First hand experiences are also reported to illustrate potential loopholes in JV renewable power project management.
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Jeremiah Barasa Kabeyi, Moses. "Evolution of Project Management, Monitoring and Evaluation, with Historical Events and Projects that Have Shaped the Development of Project Management as a Profession." International Journal of Science and Research (IJSR) 8, no. 12 (December 5, 2019): 63–79. http://dx.doi.org/10.21275/art20202078.
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Szreder, Jarosław. "Key success factors in managing development projects." Scientific Papers of Silesian University of Technology. Organization and Management Series 2023, no. 182 (2023): 457–71. http://dx.doi.org/10.29119/1641-3466.2023.182.27.
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Purpose: The article presents an original model of the structure of a real estate development investment project, based on which 18 key success factors in development activities in Poland were identified. Then, an analysis of these factors was carried out in the context of four different investment projects carried out by the developer. The study is based on the results of the analysis of investment projects in which the author participated from the beginning. Success factors assessed included: location, market analysis, attractiveness of the architectural design, organization of the construction process, quality of workmanship, cooperation with business partners, project management, marketing, sales, risk analysis, financing, team management, meeting administrative requirements, technological innovations, and ecological aspects. The conclusions from this study may be valuable for real estate development companies planning to implement further investment projects. Design/methodology/approach: The main research methods used for the purposes of this article were: participant observation as part of several real estate development projects completed by the author, interviews with stakeholders of individual projects and analysis of available literature sources. The theoretical scope of the thesis includes the subject of project management. The study is based on the results of an analysis of development investment projects in which the author participated as a manager. The identified and defined success factors of development projects were evaluated. On the basis of the assessments and analyses made, conclusions were drawn. Findings: The results of the study show that the success factors of individual projects differed depending on the nature of the project and the developer's experience. All the analysed investment projects were carried out by the same developer, but at different times and in different locations. That is why the developer drew conclusions after the first projects, which resulted in the fact that in subsequent projects he did not make any more previous mistakes. The benefits resulting from the experience gained by the developer allow him to better understand which factors are crucial for the success of subsequent investment projects. In the course of the analysis, it was also proven that the role of a competent project leader plays a key role, as he is able to shape and influence most of the other success factors. Research limitations/implications: The paper did not encounter any limitations in the research process, because the author, being both the investor and the manager of the developer's enterprise in the analyzed projects, had a complete set of information and full insight into all qualitative and quantitative data concerning the analyzed projects. The lack of this information would certainly be a significant limitation for conducting this type of research. Practical implications: The conclusions drawn from this study may be valuable for real estate development companies planning to implement further investment projects. In the course of the research, the structure of the development project was comprehensively systematized, then the most important KCS were indicated and evaluated depending on the project. According to the analyses carried out, achieving high effects of the project is largely dependent on professionalism in the development project management process, which results from the competence of the project leader. The role of continuous improvement in operations, learning through experience and the ability to adapt the strategy of the project to specific conditions was also emphasized. Social implications: The results of the study will have no impact on the societal implications. Originality/value: The article presents the author's model of the structure of a real estate development project. The article is addressed to managers of development companies and persons/development companies planning the implementation of further investment projects. Structured theoretical information can also be useful for management students who are interested in project management and real estate investing. Keywords: real estate development company, development process, investment process, key success factors. Category of the paper: conceptual paper, case study.
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Zhang, Jin Hai. "Research on Software Product Development Project Management." Applied Mechanics and Materials 347-350 (August 2013): 457–60. http://dx.doi.org/10.4028/www.scientific.net/amm.347-350.457.
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Project organization and management software development project management model is the best form of software development enterprises in China's understanding of software development project management has been greatly improved. Traditional software development projects have different characteristics, therefore how flexible application for software project management theory and strategies of the main research objectives of domestic software development project management. Our software in enterprise application software development project management, general shortcomings in implementation, this article on software research and development analysis and project management of implementation strategies.
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Liu, Yanchen, and Kai Ruan. "Application of Kano Model in Risk Identification of Software Development Projects." BCP Business & Management 40 (March 8, 2023): 33–39. http://dx.doi.org/10.54691/bcpbm.v40i.4357.
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Risk management and identification of software projects is an important factor in software project management. Software project risks will affect the implementation of the project plans, and if they do, they will affect the project progress, increase the project costs, and even make the software project unfeasible. Risk occurrence can be minimized if risk management and identification are implemented in a project. However, in China, many software development companies do not have the awareness of risk management and identification, or use inappropriate management technology, resulting in software development projects are often delayed, beyond the budget or even failed. Successful project management requires good risk management and identification of projects. This study adopts the Ko model to scientifically and reasonably determine the priority of risk management of software projects, and take corresponding countermeasures for different risk factors, to ensure the smooth implementation of software projects, and then ensure the completion of them and the realization of objectives. This ensures the successful completion of software projects and optimal management with limited resources.
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Humphreys, Geoff. "PESA production and development review 2009." APPEA Journal 50, no. 1 (2010): 121. http://dx.doi.org/10.1071/aj09009.
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Australian hydrocarbon production reached record levels in 2009 due to strong growth in production of LNG from the North West Shelf Venture. Domestic gas production also reached record levels. Coal seam gas production continued to grow, with the continuing development of existing fields and the development of the Kenya and Talinga projects in Queensland. Two new conventional gas projects also came into production: Blacktip in the Timor Sea and Longtom in the Gippsland Basin. However oil production was below that in the previous year, reflecting natural field decline and the absence of large scale projects reaching production. The project sanction highlight of the year was the final investment decision on the $43 billion Gorgon LNG project. This project will comprise three LNG trains with total capacity of 15 million tonnes per annum plus a domestic gas plant. The first gas from this project is planned for 2014. Eight other potential LNG projects are in various stages of front end engineering and design, most targeting final investment decisions in 2010 or 2011. The pipeline of committed and potential LNG projects has a combined value estimated to be well over $100 billion. These projects have the potential to significantly increase Australian LNG production over the next five to ten years. In the near term the start-up of the Van Gogh, Pyrenees and Turrum oil projects are expected to provide some respite from the decline in Australian oil production. Cost estimates for new projects are again escalating and skills shortages in all parts of the project delivery chain threaten the ability to deliver all of the projects under consideration.
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Stecenko, Andrey Vladimirovich, and Evgeniya Gennad'evna Klikushina. "Altai forestry project – experience and development prospects." Ekologiya i stroitelstvo, no. 4 (December 25, 2022): 19–26. https://doi.org/10.35688/2413-8452-2022-04-003.
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The period 2019–2022 In the Russian Federation is characterized by the rapid development of the legislative framework in the formation and implementation of climate policy, the development of the country's strategy in the climate world agenda. Over the past period, the emphasis on the development of climate projects as an independent direction of economic activity in Russia has become obvious. The criteria and procedure for classifying projects as climatic are legally indicated. The article shows the experience of implementing the Altai forest project - the first climatic project on agricultural lands. On the example of the Altai forest project, the main tasks in the development of climate projects are outlined, the ways of promising development and possible results from the implementation of climate projects in Russia are considered. The concepts of «carbon units», «climatic neutrality», «climatic friendly» are considered.
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Podjavo, Inga, and Solvita Berzisa. "PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (June 15, 2017): 118. http://dx.doi.org/10.17770/etr2017vol2.2543.
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The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. 
 The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.
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Baghizadeh, Zeinab, Dubravka Cecez-Kecmanovic, and Daniel Schlagwein. "Review and critique of the information systems development project failure literature: An argument for exploring information systems development project distress." Journal of Information Technology 35, no. 2 (April 12, 2019): 123–42. http://dx.doi.org/10.1177/0268396219832010.
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High failure rates of information systems development (ISD) projects continue to trouble organizations and information systems practices. Such a state of affairs has been of great concern for the information systems discipline for decades, motivating information systems researchers to focus on and extensively study ISD project failure. However, the increasing complexity and uncertainty of ISD projects and contemporary system development processes are challenging ISD project failure scholarship. In this article, we ask the questions: What are the contributions and weaknesses of the extant ISD project failure/success literature? What are potential avenues to move the ISD literature forward? To answer these questions, first, we present a literature review that assesses research contributions within the major perspectives on ISD failure (i.e. rationalist, process and narrative). While the extant research within all perspectives make significant contributions to knowledge, we find that researchers remain preoccupied with ‘project failure’ as an end state of an ISD project. They pay little attention to problematic situations arising during ISD projects before they become failed projects. Based on the review and critique of the literature, we then argue that there is a significant benefit in extending research focus from ISD project failure to ‘ISD project distress’, which we define as a harmful project condition involving dynamic and fluid constellation of critical problems that are difficult to identify, understand and resolve. While ISD project distress is an increasingly perilous and consequential phenomenon, little is known about its nature and potential responses. Drawing from the sensemaking literature, we propose a multilevel theoretical framework for understanding the nature and sources of ISD project distress that provides a foundation for exploring early detection and timely response. We demonstrate the theoretical and practical relevance of the concept of ISD project distress and propose a corresponding research agenda.
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Raja, Uzma, and Marietta J. Tretter. "Predicting OSS Development Success." International Journal of Information System Modeling and Design 2, no. 4 (October 2011): 27–48. http://dx.doi.org/10.4018/jismd.2011100102.
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Open Source Software (OSS) has reached new levels of sophistication and acceptance by users and commercial software vendors. This research creates tests and validates a model for predicting successful development of OSS projects. Widely available archival data was used for OSS projects from Sourceforge.net. The data is analyzed with multiple Data Mining techniques. Initially three competing models are created using Logistic Regression, Decision Trees and Neural Networks. These models are compared for precision and are refined in several phases. Text Mining is used to create new variables that improve the predictive power of the models. The final model is chosen based on best fit to separate training and validation data sets and the ability to explain the relationship among variables. Model robustness is determined by testing it on a new dataset extracted from the SF repository. The results indicate that end-user involvement, project age, functionality, usage, project management techniques, project type and team communication methods have a significant impact on the development of OSS projects.