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Journal articles on the topic 'PRINCE2'

Author: Grafiati

Published: 4 June 2021

Last updated: 27 April 2022

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1

Xavier, Bruno da Silva, and Fabrício Pelloso Piurcosky. "PRINCE2." Interação - Revista de Ensino, Pesquisa e Extensão 19, no. 1 (March 1, 2019): 21–32. http://dx.doi.org/10.33836/interacao.v19i1.113.

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O objetivo desta pesquisa é analisar os princípios que tornam o PRINCE2 um modelo flexível e capaz de se adaptar aos diferentes tipos de atividades nas organizações da Força Aérea Brasileira. Tal abordagem se faz necessária pelo melhor desempenho financeiro das instituições públicas, principalmente nos dias atuais. Esse propósito será conseguido a partir do estudo de caso e através de uma observação participativa sobre o uso do framework em um projeto de uma organização da Força Aérea Brasileira. A pesquisa evidenciou que o modelo leva aos princípios da economicidade e da eficiência, especialmente pelo fato de que o PRINCE2 possui características que lhe permitem ser aplicado a qualquer projeto, alinhando-se às organizações da Força Aérea.

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2

Antonelli, Stefano. "Il metodo Prince2." PROJECT MANAGER (IL), no. 2 (June 2010): 12–14. http://dx.doi.org/10.3280/pm2010-002005.

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3

Fernández-Parra, Kenia, Ariannys Garrido-Saroza, Yosvani Ramírez-Martínez, and Isamira Perdomo-Bello. "PMBOK y PRINCE 2 similitudes y diferencias -PMBOK and PRINCE 2, similarities and differences." Revista Científica 3, no. 23 (January 4, 2016): 111. http://dx.doi.org/10.14483/udistrital.jour.rc.2015.23.a9.

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Existen diferentes estándares enfocados a la gestión de proyectos. Ejemplo de estos estándares lo constituyen la guía PMBOK y el método PRINCE2. En el presente trabajo se realizó un análisis comparativo de la guía PMBOK respecto al método estructurado PRINCE2, basado en la evaluación de diferentes fuentes bibliográficas. Durante el desarrollo de la investigación fueron analizados diferentes elementos teóricos de cada uno, tales como: el origen, la evolución, la estructura y su aplicación, lo que permite identificar similitudes y diferencias entre estos. El resultado de la investigación arroja que estos estándares no se consideran excluyentes y que pueden coexistir en un mismo proyecto. PRINCE2 determina qué, cómo, cuándo y por quiénes se ejecutarán las actividades, utilizando un lenguaje común de fácil asimilación y PMBOK constituye una guía de referencia internacional que incorpora una amplia gama de conocimientos sobre la gestión de proyectos.PMBOK and PRINCE 2, similarities and differencesABSTRACTThere are different standards focused on project management. Examples of these standards are the PMBOK Guide and PRINCE2 method. In this paper it is made a comparative analysis of the PMBOK Guide in relation to PRINCE2 structured method, based on the assessment of different literature sources. During the course of the investigation different theoretical elements of both PMBOK and PRINCE2 were analyzed, such as the origin, evolution, structure and application, allowing the identification of similarities and differences between them. The result of this research reveals that these standards are not considered mutually exclusive and that can coexist on the same project. PRINCE2 determines what, how, when and by whom the activities will be implemented using a common language easily assimilated and PMBOK is an international reference guide that incorporates a wide range of knowledge about project management.PMBOK e PRINCE2, semelhanças e diferençasRESUMO Existem diferentes padrões focados em gerenciamento de projetos. Exemplos destas normas constituem Guia PMBOK e do método PRINCE2. Neste trabalho foi realizada uma análise comparativa das orientações PMBOK PRINCE2 na abordagem estruturada, com base na avaliação de diferentes fontes bibliográficas. Durante o curso da investigação foram analisados diferentes elementos teóricos de cada um, tai como a origem, evolução, estrutura e aplicação, o que lhe permite identificar semelhanças e diferenças entre eles. O resultado da investigação mostra que essas normas não são considerados mutuamente exclusivos e podem coexistir no mesmo projeto. PRINCE2 determina o que, como, quando e por quem as actividades serão implementadas através de uma linguagem comum de fácil assimilação e PMBOK é um guia de referência internacional que incorpora uma ampla gama de conhecimentos sobre gerenciamento de projetos.

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4

Linssen, Oliver, and Alexander Rachmann. "PRINCE2 — ein prozessorientierter Projektmanagementansatz." HMD Praxis der Wirtschaftsinformatik 45, no. 2 (April 2008): 69–77. http://dx.doi.org/10.1007/bf03341195.

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5

Gianquitto, Emmanuel. "PRINCE2® parla italiano." PROJECT MANAGER (IL), no. 1 (March 2010): 35–37. http://dx.doi.org/10.3280/pm2010-001012.

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6

Antonelli, Stefano. "Il metodo PRINCE2: i "Temi"." PROJECT MANAGER (IL), no. 3 (September 2010): 21–24. http://dx.doi.org/10.3280/pm2010-003008.

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7

Vaníčková, Radka. "Application of PRINCE2 Project Management Methodology." Studia Commercialia Bratislavensia 10, no. 38 (September 26, 2017): 227–38. http://dx.doi.org/10.1515/stcb-2017-0021.

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Abstract The methodology describes the principle of setting a project in PRINCE2 project management. The main aim of the paper is to implement PRINCE2 methodology to be used in an enterprise in the service industry. A partial aim is to choose a supplier of the project among new travel guides. The result of the project activity is a sight-seeing tour/service more attractive for customers in the tourism industry and a possible choice of new job opportunities. The added value of the article is the description of applying the principles, processes and topics of PRINCE2 project management so that they might be used in the field.

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8

Ridho, Muhammad Ammarullah, Muhammad Ainul Yaqin, Muhammad Nasyithul Ibad, Syarif Alqoroni, and Abd Charis Fauzan. "Implementasi Standar Nasional Pendidikan Menggunakan Projects in Controlled Environments (PRINCE2) pada Organisasi Sekolah." ILKOMNIKA: Journal of Computer Science and Applied Informatics 3, no. 1 (April 30, 2021): 111–27. http://dx.doi.org/10.28926/ilkomnika.v3i1.129.

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Tujuan pembuatan paper ini untuk menerapkan Standar Nasional Pendidikan pada organisasi sekolah. Dengan menggunakan data yang bersumber dari delapan standar nasional pendidikan dan hasil analisis Work Breakdown Structure (WBS) maka akan dilakukan penerapan menggunakan metode projects in controlled environment (PRINCE2). PRINCE2 merupakan metode manajemen proyek yang didasarkan pada proses bisnis yang berkelanjutan. PRINCE2 telah menyediakan tahapan-tahapan yang dapat mendukung manajemen organisasi sekolah.. Pada penelitian ini berfokus pada tahapan manajemen organisasi sekolah dalam menerapkan Standar Nasional Pendidikan. Pada paper ini akan diimplementasikan PRINCE2 dalam mencapai Standar Nasional Pendidikan pada organisasi sekolah. Pada penelitian ini telah menghasilkan manajemen sekolah yang sesuai dengan delapan komponen Standar Nasional Pendidikan berupa visi misi sekolah, rencana pengelolaan, lulusan atau alumni, kalender pendidikan, metode pembelajaran, kurikulum, penilaian, pendidik maupun tenaga pendidik, sarana prasarana dan keuangan sekolah.

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9

Bombala, Ľubomír. "Projektový manažment s využitím metód PRINCE2." Pošta, Telekomunikácie a Elektronický obchod 4, no. 1 (March 30, 2009): 11–20. http://dx.doi.org/10.26552/pte.c.2009.1.2.

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10

Riswanto, Hardiana Riski, Ainafatul Nur Muslikah, Khamaida Safinah, Muhammad Ainul Yaqin, and Abd Charis Fauzan. "Implementasi Framework Projects in Controlled Environment (PRINCE2) pada Manajemen Kompetensi dan Profesionalisme Birokrasi Organisasi Pondok Pesantren." ILKOMNIKA: Journal of Computer Science and Applied Informatics 2, no. 3 (December 30, 2020): 299–313. http://dx.doi.org/10.28926/ilkomnika.v2i3.140.

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Implementasi framework projects in controlled environment (PRINCE2) pada manajemen kompetensi dan profesionalisme birokrasi (SDM) organisasi pondok pesantren merupakan suatu penelitian pada pondok pesantren yang memiliki masalah terkait dengan pengelolaan atau manajemen kompetensi dan profesionalisme birokrasi (SDM). Tujuan dari penelitian ini adalah menganalisis pondok pesantren dengan mengimplementasikan PRINCE2. Data yang digunakan pada penelitian ini adalah data keseluruhan terkait manajemen kompetensi dan profesionalisme birokrasi (SDM) pada pondok pesantren dan analisis Work Breakdown Structure (WBS) terhadap standar yang telah dibuat dan ditetapkan oleh Welsh Assembly Government pada kementerian kesehatan dan pelayanan sosial Inggris untuk boarding school yang terdiri dari 52 standar yang telah dirilis pada tahun 2003. Peneliti mengimplementasikan metode PRINCE2 pada organisasi pondok pesantren yang difokuskan pada manajemen kompetensi dan profesionalisme birokrasi (SDM). Penelitian ini menghasilkan data terkait administrasi pondok pesantren sehingga menunjukkan bahwa metode PRINCE2 terbukti efektif dalam meningkatkan kualitas dari organisasi pondok pesantren dan menjadikan kegiatan organisasi pondok pesantren lebih terstruktur.

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11

Kruger, Wandi, and Riaan Rudman. "Strategic Alignment Of Application Software Packages And Business Processes Using PRINCE2." International Business & Economics Research Journal (IBER) 12, no. 10 (September 30, 2013): 1239. http://dx.doi.org/10.19030/iber.v12i10.8134.

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Numerous factors exist that may contribute to the unsuccessful completion of application software package implementation projects. The most significant contributor to application software package project failure lies in the misalignment of the organisations business processes with the functionality of the application software package. While various IT control frameworks that may assist in the implementation of application software packages are available, the question arises why industry still reports that the success rate of application software package implementation projects remains low. The purpose of this study was to examine the extent to which the Projects in Controlled Environment (PRINCE2) framework assists in the alignment of the organisations business processes with the functionality provided by the application software package implemented. This study investigated whether PRINCE2 addresses all the reasons for project failure. It identifies the shortcomings and weaknesses in PRINCE2 which may contribute to the misalignment between the business processes of the organisation and the functionality of the application software package implemented. The study recommends how these weaknesses identified in PRINCE2 can be addressed. By taking these recommendations into account when using PRINCE2 to implement application software packages, proper alignment between the organisations business processes and the functionality of the application software package may be achieved. This results in a more successful application software package implementation.

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12

Jamali, Gholamreza, and Mina Oveisi. "A Study on Project Management Based on PMBOK and PRINCE2." Modern Applied Science 10, no. 6 (April 10, 2016): 142. http://dx.doi.org/10.5539/mas.v10n6p142.

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The Project Management Body of Knowledge (PMBOK) is a group of processes and knowledge fields which are generally accepted as greatest practice within the project management discipline. The PMBOK Guide is also an internationally recognized standard which provides the fundamentals of project management as they apply to a wide range of projects. PRINCE2 is a project management methodology standard in the United Kingdom and Europe. This standard is the required method for all UK government commissioned projects. PRINCE2 is in the public domain and offers best practice guidance on how to manage a project. The aim of this study is to compare PRINCE2 and PMBOK to recognize the characteristics of these best practices in order to provide decision criteria for governments with regard to selecting IT project management methodology.

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13

Matos, Sandra, and Eurico Lopes. "Prince2 or PMBOK – A Question of Choice." Procedia Technology 9 (2013): 787–94. http://dx.doi.org/10.1016/j.protcy.2013.12.087.

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14

Guida, Pier Luigi. "Successo nella gestione dei progetti con Prince2." PROJECT MANAGER (IL), no. 6 (June 2011): 47. http://dx.doi.org/10.3280/pm2011-006011.

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15

Quirino, Armel. "Tailoring per progetti di piccole dimensioni: applichiamo PRINCE2?" PROJECT MANAGER (IL), no. 35 (September 2018): 42–43. http://dx.doi.org/10.3280/pm2018-035011.

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16

Wang, Jian-Jun, Negin Sasanipoor, and Meng-Meng Wang. "The influence of PRINCE2 standard on customer satisfaction in information technology outsourcing: an investigation of a mediated moderation model." Journal of Enterprise Information Management 33, no. 6 (June 2, 2020): 1419–42. http://dx.doi.org/10.1108/jeim-08-2019-0223.

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PurposeThe purpose of this paper is to explore the influence of PRINCE2 (PRoject IN Controlled Environments 2) standard on customer satisfaction jointly with vendor relationship management capability in the information technology outsourcing (ITO) context. This paper further tries to explore the above underlying mechanism by studying the mediating effect of deliverable quality.Design/methodology/approachThis paper develops a mediated moderation model to explain the underlying influence processes of PRINCE2 standard, vendor relationship management capability and deliverable quality on ITO customer satisfaction. By conducting a pair-wise survey of 260 project managers in seven Iranian firms, the model and hypotheses are empirically tested with the partial least squares method.FindingsOur results suggest that firms benefit more in terms of IT costs reduction when they have a higher level of complementary investment in an external standard, especially through an interplay effect of the external standard and internal relational aspect. Firms can make business processes more amenable to outsourcing and facilitate monitoring of vendor performance and effective coordination with vendors. More interestingly, we find that this interactive effect is fully mediated by deliverable quality, which, in turn, directly increases ITO customer satisfaction.Originality/valueThis study adds some new knowledge and provides new views to study ITO customer satisfaction by addressing the importance of PRINCE2 standard. This study further enhances our understanding in terms of the underlying pathway through which the PRINCE2 standard jointly affects customer satisfaction with vendor relationship management capability and deliverable quality. With the effort of explicitly explaining the complex mechanisms, this study helps ITO managers proactively escort outsourcing activities and projects.

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17

Rovai, Ricardo Leonardo. "Metodologias Inovadoras para Gestão de Projetos: Modelo Referencial para Implantação da Itilv3 através da Metodologia Prince2: Estudo de Caso." Revista de Gestão e Projetos 4, no. 2 (August 1, 2013): 252–70. http://dx.doi.org/10.5585/gep.v4i2.143.

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Resumo: Metodologias tradicionais para gerenciamento de projetos já não dão conta de projetos onde fatores como complexidade, riscos, restrições de recursos, prioridade de prazo, geração de valor para o negócio, alinhamento estratégico constituem-se em partes intrínsecas do problema gerencial. A ITIL surge como uma estrutura de referencial para a padronização tecnológica inteligente da área de tecnologia da informação. Grandes empresas globais e muitas empresas nos países emergentes estão adotando a ITIL para efetuar as mudanças em tecnologia da informação numa tentativa de colocar a área de tecnologia da informação a serviço negócio, estrategicamente alinha às diretrizes e prioridades de crescimento corporativo. Muitas empresas têm implantado a ITIL através dos pressupostos, ferramentas e técnicas da metodologia PRINCE2 para gerenciamento de projetos com sucesso. Este fato deve-se em muitos casos ao foco da estrutura conceitual PRINCE2 no alinhamento estratégico de TI aos objetivos do negócio e este fato coincide com um dos principais objetivos da ITIL e desta forma implantar a ITIL através do PRINCE2 tem sido uma estratégia assertiva e de sucesso. Demonstrar este vínculo dinâmico entre ambas as estruturas de conhecimento é um dos principais objetivos deste artigo.DOI:10.5585/gep.v4i2.143

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Onofri, Simone, Claudia Spagnuolo, and Fabrizio Tocci. "Cyber Security: Agile, Prince2© e il Penetration Testing." PROJECT MANAGER (IL), no. 31 (August 2017): 36–39. http://dx.doi.org/10.3280/pm2017-031010.

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Cagliesi, Alessandro. "Prince2® edizione 2017: semplice riformulazione o nuova contestualizzazione?" PROJECT MANAGER (IL), no. 32 (November 2017): 16–18. http://dx.doi.org/10.3280/pm2017-032005.

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20

Pawar, Rupali Pravinkumar, and Kirti Nilesh Mahajan. "Benefits and Issues in Managing Project by PRINCE2 Methodology." International Journal of Advanced Research in Computer Science and Software Engineering 7, no. 3 (March 30, 2017): 190–95. http://dx.doi.org/10.23956/ijarcsse/v7i3/0134.

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21

Antonelli, Stefano. "Il metodo Prince2: "Themes", strategie e piani di battaglia." PROJECT MANAGER (IL), no. 4 (December 2010): 17–24. http://dx.doi.org/10.3280/pm2010-004006.

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22

Tomanek, Martin, and Jan Juricek. "Project Risk Management Model Based on PRINCE2 and Scrum Frameworks." International Journal of Software Engineering & Applications 6, no. 1 (January 31, 2015): 81–88. http://dx.doi.org/10.5121/ijsea.2015.6107.

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23

Lianying, Zhang, He Jing, and Zhang Xinxing. "The Project Management Maturity Model and Application Based on PRINCE2." Procedia Engineering 29 (2012): 3691–97. http://dx.doi.org/10.1016/j.proeng.2012.01.554.

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24

Esteki, Mohammad, Taghi Javdani Gandomani, and Hadi Khosravi Farsani. "A risk management framework for distributed scrum using PRINCE2 methodology." Bulletin of Electrical Engineering and Informatics 9, no. 3 (June 1, 2020): 1299–310. http://dx.doi.org/10.11591/eei.v9i3.1905.

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The distributed Agile development approach has been accepted by software companies due to its promised benefits. However, due to the controversial nature of distributed and Agile development, significant challenges arise from spatial, temporal, social, and cultural differences between distributed teams. Scrum, as the most popular Agile methodology, assumes that team members work together in the same room. But this principle does not apply in a realistic scenario where Scrum teams are distributed in different locations. Hence, proposing a risk management framework is necessary in order to succeed such teams. The purpose of this research was to propose a risk management framework in Scrum using the PRINCE2 methodology, which includes the perceived risks in distributed Scrum projects and their causes and roots for managing these risks. By embedding distributed Scrum in delivery layer of PRINCE2 and considering perceived risk factors, along with a hybrid model, a risk management framework was suggested. This framework has been used in a case study, and the results showed its proper functionality in detecting and eliminating potential risks in the case under study. Also, using this framework led to higher team efficiency in terms of increasing the number of completed user stories in each sprint.

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Hooke, Rachel. "Projects in controlled environments (PRINCE2). Two levels: foundation and practitioner." BMJ 335, no. 7613 (August 4, 2007): s46. http://dx.doi.org/10.1136/bmj.335.7613.s46.

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Antonelli, Stefano. "Il metodo Prince2: i "temi", strategie e piani di battaglia." PROJECT MANAGER (IL), no. 6 (June 2011): 34–40. http://dx.doi.org/10.3280/pm2011-006009.

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Santos, Paola Ramos dos, Mario Roberto dos Santos, and Fabio Ytoshi Shibao. "COMPARAÇÃO ENTRE OS PADRÕES DE GERENCIAMENTO DE PROJETOS PMBOK, ICB E PRINCE2." Caderno de Administração 25, no. 2 (December 1, 2017): 58. http://dx.doi.org/10.4025/cadadm.v25i2.36119.

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O objetivo deste trabalho foi comparar os três padrões tradicionais de gerenciamento de projetos, no caso, Project Management Body of Knowledge (PMBOK), Competence Baseline (ICB - IPMA) e Projects In Controlled Environments (PRINCE2), e verificar se os padrões deverão ser utilizados separadamente ou poderão ser utilizados em conjunto. Mostrou-se os conceitos do PMBOK, suas dez áreas de conhecimentos (Riscos, Recursos humanos, Escopo, Custo, Qualidade, Partes interessadas, Tempo, Integração, Comunicação, Aquisições), seus cinco grupos de processos (Iniciação, Planejamento, Execução, Monitoramento e controle e Encerramento) e seus 47 processos. Apresentou-se o ICB, o olho da competência, as três competências (Técnicas, Comportamentais e Contextuais) e seus 46 elementos. Descreveram-se os sete princípios do PRINCE2 (Justificativa de negócio, Aprender a partir da experiência, Papéis e Responsabilidades, Gerenciamento por estágios, Gerenciamento por exceção, Foco no produto), os sete temas (Business Case, Organização, Qualidade, Plano, Risco, Mudança, Progresso), e seus sete processos. Compararam-se os três padrões e dessa comparação concluiu-se que os três padrões podem ser utilizados de acordo com o entendimento do gerente do projeto, podendo usá-los de forma complementar.

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Genovese, Francesco. "Adattare Prince2: il ruolo del PM nei contratti chiavi in mano." PROJECT MANAGER (IL), no. 29 (February 2017): 38–40. http://dx.doi.org/10.3280/pm2017-029009.

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Savarino, Fabio. "Un esempio di adattamento di prince2: il matrimonio di un trainer!" PROJECT MANAGER (IL), no. 34 (May 2018): 34–35. http://dx.doi.org/10.3280/pm2018-034008.

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Monnot, Boundrant Stéphane. "Personalizzare il met odo PRINCE2® all'interno di un ambiente di Progetto." PROJECT MANAGER (IL), no. 15 (August 2013): 45–46. http://dx.doi.org/10.3280/pm2013-015010.

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Cagliesi, Alessandro, and Francesca Petrelli. "Prince2® e guida al pmbok®: "questo matrimonio" s'ha da fare!"." PROJECT MANAGER (IL), no. 20 (December 2014): 43–46. http://dx.doi.org/10.3280/pm2014-020013.

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32

Veynberg, R. R., N. A. Moiseev, and S. M. Sakharova. "APPLICATION OF PROJECT MANAGEMENT STANDARDS IN THE IT INDUSTRY: PRINCE2 AND PMBOK." Vestnik of the Plekhanov Russian University of Economics 1, no. 1 (February 15, 2020): 56–66. http://dx.doi.org/10.21686/2413-2829-2020-1-56-66.

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Kristanto, Titus, Anita Theresia Kurniawati, and Titus Lilia Sugita. "Sistem Informasi Manajemen Proyek Video Editing Berbasis Web Menggunakan PRINCE2 Di Faia Art." MULTINETICS 5, no. 1 (July 10, 2019): 1–8. http://dx.doi.org/10.32722/multinetics.v5i1.1362.

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Kristanto, Titus, Anita Theresia Kurniawati, and Titus Lilia Sugita. "Sistem Informasi Manajemen Proyek Video Editing Berbasis Web Menggunakan PRINCE2 Di Faia Art." MULTINETICS 5, no. 1 (July 10, 2019): 1–8. http://dx.doi.org/10.32722/multinetics.vol5.no.1.2019.pp.1-8.

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35

Bombala, Ľubomír, and Viera Majerčíková. "Vybrané aspekty aplikácie metód PRINCE2 a MSP v projektovom a v programovom manažmente." Pošta, Telekomunikácie a Elektronický obchod 5, no. 2 (September 30, 2010): 1–11. http://dx.doi.org/10.26552/pte.c.2010.2.1.

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36

Fogel, A. S. "DEATH OF A PAGAN PRINCE IN ANCIENT RUS AND ITS REFLECTION IN THE “DRUZHINA CULTURE” (IX -XI CENTURIES)." Izvestiya of Samara Scientific Center of the Russian Academy of Sciences. History Sciences 3, no. 3 (2021): 5–13. http://dx.doi.org/10.37313/2658-4816-2021-3-3-5-13.

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The paper is devoted to the study of the peculiarities of the reflection of the deaths of the first pagan representatives of the princely dynasty of Rurikovich in the minds of the druzhina (prince’s squad). The main attention is paid to the features of the position of the druzhina in the traditional society of Ancient Rus and its interaction with the princes. The author identifies the main aspects of the druzhina culture, reveals the symbolic and mythological meaning of life and especially the death of the prince in the perception of the druzhina. The paper covers the main options and complexes of actions of the druzhina in relation to the dead prince. The problem is considered on the basis of modern achievements of Russian humanities.

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Hughes, D. Laurie, Yogesh K. Dwivedi, and Nripendra P. Rana. "Mapping IS failure factors on PRINCE2® stages: an application of Interpretive Ranking Process (IRP)." Production Planning & Control 28, no. 9 (April 10, 2017): 776–90. http://dx.doi.org/10.1080/09537287.2017.1311431.

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Dolgov, V. V. "PARENTS OF ALEXANDER NEVSKY IN RUSSIAN HISTORIOGRAPHY AND GENEALOGY." Bulletin of Udmurt University. Series History and Philology 30, no. 1 (March 21, 2020): 88–94. http://dx.doi.org/10.35634/2412-9534-2020-30-1-88-94.

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The article is devoted to the study of points of view on the origin of Prince Alexander Nevsky. The main attention is paid to the personality of the prince’s mother, one of the wives of Prince Yaroslav Vsevolodich. The contradictory data of sources do not make it possible to establish exactly which branch of the princely family the princess belonged to. According to one version, she was the daughter of Prince Mstislav Udatny. The famous Moscow historian V. A. Kuchkin gives interesting arguments in support of this version. However, there are other assumptions. A prominent expert in genealogy N.A. von Baumgarten considered the daughter of Ryazan Prince Igor Vsevolodovich to be Alexander's mother. The representative of the “alternative history” A. N. Nesterenko put forward his own version of the origin of Prince Alexander. An essential part of the work is devoted to a critical analysis of these assumptions. In addition, attention is paid to errors contained in large genealogical codes, for example, in a grandiose work on the genealogy of Prince P. V. Dolgorukov.

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Hanna, Wayne W., and John M. Ruter. "`Princess' and `Prince' Napiergrass." HortScience 40, no. 2 (April 2005): 494–95. http://dx.doi.org/10.21273/hortsci.40.2.494.

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GRABLEWSKA-AAGTEN, Agnieszka. "METODYKI ZARZĄDZANIA PROJEKTAMI WSPÓŁFINANSOWANYMI ZE ŹRÓDEŁ EUROPEJSKIEGO FUNDUSZU SPOŁECZNEGO STOSOWANE PRZEZ ORGANIZACJE POZARZĄDOWE." Nowoczesne Systemy Zarządzania 12, no. 1 (March 31, 2017): 53–69. http://dx.doi.org/10.37055/nsz/129450.

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Sektor pozarządowy to jeden z głównych beneficjentów środków pomocowych z Europejskiego Funduszu Społecznego, przyznanych Polsce zarówno w obecnej, jak i poprzedniej perspektywie finansowej Unii Europejskiej. W ramach zwycięskich projektów, które uzyskały dofinansowanie z EFS, organizacje non profit muszą zdecydować, w jaki sposób chcą zarządzać swoimi przedsięwzięciami. Z pomocą przychodzą, zapożyczone z sektora biznesu, metodyki zarządzania projektami. W pracy zaprezentowano trzy - możliwe do wdrożenia głównie w projektach tradycyjnych z EFS: PRINCE2, PMBOK oraz PCM. Prezentowany artykuł stanowi próbę wskazania metodyki - najbardziej optymalnej dla konkretnego, analizowanego podmiotu. Wybrana i zmodyfikowana do potrzeb organizacji metodyka zarządzania projektem wynika z jej problemów, zidentyfikowanych na podstawie wniosków z badania własnego, przeprowadzonego w grudniu 2015 roku w fundacji z terenu Wielkopolski, realizującej projekty ze źródeł EFS.

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Vargas, Letícia Marques. "Gerenciamento Ágil de Projetos em Desenvolvimento de Software: Um Estudo Comparativo sobre a Aplicabilidade do Scrum em Conjunto com PMBOK e/ou PRINCE2." Revista de Gestão e Projetos 07, no. 03 (December 1, 2016): 48–60. http://dx.doi.org/10.5585/gep.v7i3.398.

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Scales, Jeffrey. "Project management frameworks and practitioner preferences for capturing lessons learned on projects." Journal of Project, Program & Portfolio Management 1, no. 2 (January 19, 2011): 31. http://dx.doi.org/10.5130/pppm.v1i2.1931.

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This study focuses on how practitioners view learning activities in projects and how these activities are influenced by the approach or emphasis espoused in different reference texts. The perceived importance of learning lessons in projects was surveyed in the literature, establishing the difficulties encountered, various methods for process improvement and the realities of current practice. The practices of individuals working within two major project management frameworks used in developed English-speaking economies were compared. A survey was constructed to address the question. Data from a pilot survey support the theory that the PMBoK and PRINCE2 are not perceived as synonymous and that differences will be more evident with a larger dataset. Inferences are drawn linking the pilot survey to the outcomes of previous studies and making recommendations for further research.

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Postnikov, Alexey, Sergey Yasenko, and Dmitry Drenev. "Окремі аспекти проблемних питань в управлінні оборонними ресурсами." Journal of Scientific Papers "Social development and Security" 11, no. 1 (February 28, 2021): 229–36. http://dx.doi.org/10.33445/sds.2021.11.1.20.

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З початку 2000-х людство поступово ввійшло в чергову активну фазу змін на фоні змін соціальної, політичної, технологічної природи. Крім того, посилився розрив між розвинутими та іншими країнами, що супроводжується розривом у понятійному апараті через зміну самої сутності відносин, включно з управлінською діяльністю (менеджментом) у соціальних групах (колективах). З метою не відставання від міжнародних практик управлінської діяльності в статті наведено основні принципи стандартів щодо побудови та управління процесами з управління ресурсами в країнах-членах НАТО (ISO 9000, PMBOK, PRINCE2 тощо). Проведено частковий аналіз системи управлінні оборонними ресурсами в Україні. Розглянуто процес управління ресурсами в Міністерстві оборони України (МОУ) та Збройних Силах України (ЗСУ), як основних державних органів в сфері управління оборонними ресурсами. Виявлено недоліки в системі управління ресурсами та сформовано певні пропозиції щодо удосконалення процесу управління оборонними ресурсами.

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Rauwerda, A. M. "NAMING, AGENCY, AND “A TISSUE OF FALSEHOODS” IN THE HISTORY OF MARY PRINCE." Victorian Literature and Culture 29, no. 2 (September 2001): 397–411. http://dx.doi.org/10.1017/s106015030100208x.

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THE 1831 SLAVE NARRATIVE THE HISTORY OF MARY PRINCE is generally thought to be Mary Prince’s autobiography.1 However, there is reason to believe that neither the narrating voice nor Prince’s name are actually hers, and that the agency ascribed to her in this narrative may be more representative of the agendas of external creators of the text than of Prince herself. In The History of Mary Prince, Prince’s name appears in various forms (Mary Prince, Mary Princess of Wales, Mary James, and Molly Wood) each of which reflects the objectives of different editors and owners. Editorial and mediatory figures such as Thomas Pringle, Susanna Moodie (née Strickland), John Wood, Moira Ferguson, and Ziggi Alexander manifest their influence in intrusions into the narrative, appendices, editorial prefaces, and introductions, all of which serve to construct Prince in ideologically and politically loaded ways, and which, in many cases, actually change her name by so doing. These givers of names generally attempt to hide their manipulations, and inadvertently also hide Prince.

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Arteaga García, María Elizabeth, and Mayra Rosibel Pazmiño Castro. "Uso de Buenas Prácticas en la Gestión de Proyectos de TI." INNOVA Research Journal 3, no. 2 (February 28, 2018): 49–59. http://dx.doi.org/10.33890/innova.v3.n2.2018.404.

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Este artículo tiene por objeto identificar la aplicación de buenas prácticas para la gestión de proyectos en organizaciones TI del Ecuador, y así explorar el grado de madurez que poseen esta clase de organizaciones, para lo cual se seleccionaron tres empresas: LATAM Ecuador, Jarflex y Grupo Link, cuyos líderes de proyecto se les envió un cuestionario digital, donde señalaron información de su organización y de su proyecto más relevante. Se encontró que aunque dos de las organizaciones utilizan las buenas prácticas del PMI® y la metodología waterfall, sus calificaciones de autoevaluación de éxito en la gestión de proyectos difieren notablemente, y los demás estándares internacionales y directrices (IPMA, PRINCE2, ISO, entre otros) son desconocidos, muestra del bajo grado de madurez de las organizaciones TI ecuatorianas en la gestión de sus proyectos. Palabras clave: Gestión de Proyectos, TI, estándares

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Perrier, Nathalie, Salah-Eddine Benbrahim, and Robert Pellerin. "A comparison of project control standards based on network analysis." International Journal of Information Systems and Project Management 7, no. 3 (October 27, 2021): 37–62. http://dx.doi.org/10.12821/ijispm070303.

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Project control is a crucial function in project management. Over the years, several best practice standards have been developed to assist project managers in improving project control. The objective of this paper is to compare three prominent best practice models of PMBOK, PRINCE2, and the AACE framework with respect to the core processes of project control. Network analysis is used to achieve this objective. The results show that influential and linkage processes, such as Control quality, Review the stage status, Forecasting, and Change management have the most significant impacts on the complexity of the project control function. This work has the potential to help rethink the project control function by creating a more global view of the most central and critical processes for project control, from which enhancement in the ability to control the project can be drawn.

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Brzozowski, Maciej. "THE USE OF PROJECT MANAGEMENT METHODOLOGIES AND PROJECT RISK MANAGEMENT IN THE LIGHT OF EMPIRICAL RESEARCH." Zeszyty Naukowe Uniwersytetu Przyrodniczo-Humanistycznego w Siedlcach. Seria: Administracja i Zarządzanie, no. 54 (127) (March 30, 2021): 13–21. http://dx.doi.org/10.34739/zn.2020.54.02.

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The main purpose of the paper is to examine, on the basis of empirical research, the perceived manner of project management in organizations, as well as to determine the frequency of application of selected project management methodologies, in addition to the assessment of their usefulness for project risk management. The first part of the paper presents - identified on the basis of literature studies - types and examples of project management methodologies along with basic assumptions of the project risk management process, and in the second part - the results of empirical research conducted by recourse to a questionnaire among the participants of projects implemented in various types of organizations. The study showed that in organizations employing respondents, the methodical manner of project management is most often used, while the most popular project management methodologies were PMBoK, Agile and PRINCE2, wherein respondents highly rated the usefulness of selected methodologies for effective project risk management.

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Kang, Sinbong, and Seungchul Kim. "A Study on Composition and Application of Risk Management Planning and Procedure for Successful Overseas Construction Projects - Based on the PRINCE2 Methodology in the UK -." Korean Journal of Construction Engineering and Management 17, no. 1 (January 31, 2016): 48–55. http://dx.doi.org/10.6106/kjcem.2016.17.1.048.

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Akchurin, Maksum M., and Oleg O. Vladimirov. "About the Place of the Tatar Aristocracy in the Structure of Government of the Mountain Side (Sviyazhsk Uyezd) from the second half of the sixteenth to the early seventeenth century." Golden Horde Review 10, no. 1 (March 29, 2022): 154–83. http://dx.doi.org/10.22378/2313-6197.2022-10-1.154-183.

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Research objectives: To study the role of the Tatar nobility in the management of a historical region, Gornaya storona, on the right bank of the Volga in the Kazan Khanate and later in the Sviyazhsky district. Research materials: The study is based on new published sources, first and foremost being the text of the charter granted to the princes Temey and Ishey. This is the only known charter of the Sviyazhsky district. Results and novelty of the research: The author compared Temey’s charter with the charters granted to the Tatar princes of Meshchera (the so-called Mordovian princes) and reached the conclusion that the Sviyazh princes retained their former administrative functions of the beks of the Horde. At the same time, the princes and the district administration were given separate powers to manage certain groups of the population. The Russian administration ruled the so-called Chuvash volosts, while the Tatar aristocracy ruled the so-called Tatar hundreds. The full text of the charter contains certain information about Temey’s father, Prince Kochak. The author was able to identify the names of the last rulers of the Bekbulatov hundred and the features of the internal administrative division of the Sviyazhsky district. The hundreds of Prince Ishey and Prince Temey were once a single administrative region, that is, the Baryshev volost. The author found information about the participation of the inhabitants of the so-called Tatar hundreds in the Yenaleevsky uprising of 1615–1616 and identified the names of the uprising’s local leaders who came from the ruling princely families. Also, the author carried out a genetic analysis of the Y-chromosome of the descendants of princes Ishey and Temey in the male line, known from official documents. The results of the study confirmed (with a high degree of probability) the reliability of the evidence in the charter that Ishey and Temey were cousins.

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Chaves Ledezma, Marco A. "Creación de una metodología de proyectos en Tecnologías de Información y Comunicación en la Universidad Estatal a Distancia." Revista Espiga 19, no. 39 (February 13, 2020): 27–45. http://dx.doi.org/10.22458/re.v19i39.2804.

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Este trabajo resume la ruta tomada por la Universidad Estatal a Distancia (UNED) con el fin de que cuente con una metodología de proyectos en Tecnologías de Información y Comunicación (TIC), esto en cumplimiento al mandato de la Contraloría General de la República de Costa Rica (2007), el cual en el punto 1.5 dicta: «la organización debe administrar sus proyectos de TI de manera que logre sus objetivos, satisfaga los requerimientos y cumpla con los términos de calidad, tiempo y presupuesto óptimos preestablecidos». Con el fin de crear esta metodología, se emprendió la tarea de diseñarla a partir de una revisión de literatura de las metodologías PMBOK®, SCRUM, ÁGIL, PRINCE2® y la realización de una pasantía en la Universidad Técnica Federico Santa María (UTFSM), en Chile. La aplicación de la metodología de proyectos TIC permite a las instituciones el uso de buenas prácticas, comprobadas internacionalmente, que aseguren su éxito.

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