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Journal articles on the topic 'Projects Implementation'
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��������, Anna Yakovleva, �������, and R. Yaremchuk. "Project Networks in Innovation Projects Implementation." Russian Journal of Project Management 4, no. 3 (2015): 28–38. http://dx.doi.org/10.12737/14069.
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The problems of creation of project network for innovation projects implementation are observed in the article. The authors study questions regarding the essence and peculiarities of the project networks, as well as approaches to innovation project activity in project networks organization. Special attention is paid to research of the �strong� ties role in both project and project network success and efficiency. Basing on the results the recommendations for project networks implementation are provided.
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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 (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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A.E., Mitenkova, and Mitenkova E.N. "The problem of model selection of the capital projects implementation." Ekologiya i stroitelstvo 2 (2015): 22–24. http://dx.doi.org/10.35688/2413-8452-2015-02-005.
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Nowadays many companies which plan to expand their business by construction of new facilities, face with the need in capital projects implementation and the choice of a contracting model. The author considers common used contracting models of capital projects: an EPC-contracts and an EPCM-contracts. In the article the authors give the definition of these two types of contracts. To a great extent the success of a capital project depends on the management of capital projects, including the process of capital project’s contracting. That is why, the author examines the advantages and disadvantages of each contracting models. Also the authors compare EPC-contracts and EPCM-contracts of capital project’s contracting in terms of sharing of risks between the participants of a capital project: a company-sponsor and a contractor, which is responsible for implementation a capital project. The authors consider such risks associated with the implementation of a capital project as a risk of non-completion a project on time, a risk of increasing a lump sum fixed price of a capital project, a risk of poor implementation of a capital project and a risk of financial responsibility in the case of debt. Comparative analysis of EPC-contracts and EPCM-contracts for capital projects showed that EPCM-contracts have more advantages, because they provide more freedom to a company-sponsor to monitor the implementation of capital projects, and allow to significantly reduce costs and increase return on equity, especially if a company-sponsor has a wide experience in implementation of capital projects.
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Parr, Anne, and Graeme Shanks. "A model of ERP project implementation." Journal of Information Technology 15, no. 4 (2000): 289–303. http://dx.doi.org/10.1177/026839620001500405.
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Problems with the implementation of ERP systems are well documented. Although companies spend millions on ERP packages and the implementation process, there is extensive evidence that they experience considerable problems, particularly during the actual implementation project. This paper presents a project phase model (PPM) of ERP implementation projects that is a synthesis of existing ERP implementation process models and focuses on the implementation project. Two case studies of ERP implementation within the same organization, one unsuccessful and a later successful one, are reported and analysed in order to determine which critical success factors (CSFs) are necessary within each phase of the PPM. The CSFs are drawn from an earlier stage of this research and from recent literature. The PPM is used as a ‘lens’ for understanding ERP implementation projects, by highlighting the differences between the two cases. We then offer an explanation for these differences, focusing particularly on the successful case. Firstly, the organizational learning that occurred during the unsuccessful project and the associated early appointment of an experienced ‘champion’ with clearly defined responsibilities were critical to the successful project. Secondly, organizations implementing ERP systems should partition large projects into several smaller, simpler projects identified here as ‘vanilla’ implementations. The PPM, together with associated CSFs, provides guidance for practitioners when planning ERP implementation projects and also provides researchers with a foundation for further empirical research.
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Malciene, Zita. "Implementation of educational projects in college studies." New Trends and Issues Proceedings on Humanities and Social Sciences 2, no. 1 (2017): 199–205. http://dx.doi.org/10.18844/prosoc.v2i11.1922.
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Jovanovic, Petar, Vladeta Colic, Vojislav Djordjevic, and Ana Mitic. "Implementation of Project Management in Managing Organizational Projects." Management - Journal for theory and practice of management 17, no. 64 (2012): 69–76. http://dx.doi.org/10.7595/management.fon.2012.0017.
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Elbanna, Amany R. "Strategic Systems Implementation: Diffusion through Drift." Journal of Information Technology 23, no. 2 (2008): 89–96. http://dx.doi.org/10.1057/palgrave.jit.2000130.
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The adoption of Enterprise Resource Planning (ERP) systems follows various paths in organisations and achieves diverse results. The traditional models of diffusion of innovation applied in information systems are not sufficient to explain such variations in adoption. This study examines the process of drift in an ERP project to answer the questions of how and why drift tends to occur in such projects. It applies Actor Network Theory to interpret the data. This analytical lens reveals that a software implementation project's fate depends on each move it takes and each party involved in handling that move. Every handling of the project by different parties could present either a positive modality (that strengthens it and pushes it forward on its track) or a negative modality (that weakens its initial form and drags it onto a different direction). The study provides an alternative view of diffusion, and an explanation of drift in the ERP case that could be extended to other technological projects. It invites practitioners to monitor the various movements of their projects and to allow strategic drift in order to achieve a successful implementation.
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Janssens, Guy, Rob Kusters, and Fred Heemstra. "Sizing ERP Implementation Projects." International Journal of Enterprise Information Systems 4, no. 3 (2008): 25–47. http://dx.doi.org/10.4018/jeis.2008070103.
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Kolltveit, Bjørn Johs, Bjørn Hennestad, and Kjell Grønhaug. "IS projects and implementation." Baltic Journal of Management 2, no. 3 (2007): 235–50. http://dx.doi.org/10.1108/17465260710817465.
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Zorn, Renate, and Angelina Yau. "Best Laid Plans: Effective Implementation of Re-Engineering Recommendations." Healthcare Management Forum 11, no. 1 (1998): 40–42. http://dx.doi.org/10.1016/s0840-4704(10)61007-1.
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Continuing pressures on health care funding have led most hospitals to undertake re-engineering and restructuring projects to reduce operating expenses. Unfortunately, savings often turn out to be less than anticipated, as the projects falter in the implementation stage. As part of a two-year process improvement and expense reduction project, Toronto's St. Michael's Hospital developed an aggressive and comprehensive implementation process to ensure that it met its savings targets and maintained its financial viability. This article outlines the Hospital's implementation strategy and reviews the project's major challenges and key success factors.
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Kozlovsky, A. V., N. A. Moiseenko, and O. E. Astafieva. "SELECTION OF INVESTMENT PROJECTS IMPLEMENTATION OPTIONS." Vestnik Universiteta, no. 4 (June 29, 2020): 160–65. http://dx.doi.org/10.26425/1816-4277-2020-4-160-165.
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The main unresolved issues of choosing the most effective investment projects aimed at introducing innovative technologies have been considered. The traditional indicators of investment efficiency have been analysed. The expediency of using the indicator of the total reduced costs necessary for the implementation of the project has been substantiated. Attention has been paid to the possibilities of public-private partnership in innovation projects. The issues of shares distribution between participants in innovation and investment projects and the use of such objects have been reviewed. The current situation in the investment and construction sector of the economy has been assessed and ways to solve the main problems of investment activity in the construction industry have been outlined. The expediency of creating a mechanism for economic justification of the investment project implementation process, including the creation of reserve funds, has been substantiated. Recommendations for using the indicator of the of the investor’s total stated costs have been given.
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Голубев, Сергей, Sergey Golubev, Олег Елфимов, and Oleg Elfimov. "Improving the efficiency of implementation of national projects and state programs based on the implementation of project management principles." Economy under Guard 2019, no. 3 (2019): 16–24. http://dx.doi.org/10.36511/2588-0071-2019-3-16-24.
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The relevance of the research topic is due to the need to ensure rational spending of budget funds in the development and implementation of national projects and state programs.
 In the course of the conducted researches the purposes of introduction of principles of project management in the sphere of development and implementation of national projects and state programs were defined, specifics of management of innovative projects at the industrial enterprises are opened, and also opportunities are revealed and expediency of use of project approach at implementation of national projects and state programs is proved.
 The use of project management in the development and implementation of national projects and state programs will save time and budget funds that are spent on their implementation, which will positively affect the growth of the efficiency of budget spending.
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Fakhratov, Mukhammet, Vitali Chulkov, Marat Kuzhin, and Mohammad Sharif Akbari. "Risk Management implementation and presenting the applicable methodology for its implementation in construction projects." E3S Web of Conferences 164 (2020): 10014. http://dx.doi.org/10.1051/e3sconf/202016410014.
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The main task of the project manager is risk management. However, this task can be very complicated and inefficient if risk management is not considered from the beginning of the project. An effective risk management approach requires a systematic and appropriate approach, knowledge and experience. Studies of many projects have shown that both the owner and the contractor do not regularly implement risk management practices, which can have negative consequences on project performance. Because of the above-mentioned issues in this study, it is attempted to first evaluate the concepts of project risk management based on different and valid standards, to evaluate risk management in construction projects. Then, an attempt has been made to present an implementation approach for implementing six stages of risk management in projects. For this purpose, based on the experiences of the project “Lala Residential Complex” in Kabul, as a case study, the experimental application of the proposed method in this study, step by step, along with forms designed for follow-up and Implementation of process steps have been evaluated and evaluated in accordance with the PMBOK standard by the Project Management Institute (PMI) to ensure that it is moving toward achieving project economic risk management goals.
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Da Silva Gomes, Rui Manuel. "Contributions of the PMBok to the Project Management of an ERP System Implementation." Revista de Gestão e Projetos 4, no. 2 (2013): 153–62. http://dx.doi.org/10.5585/gep.v4i2.37.
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The implementation of Enterprise Resource Planning (ERP) Systems has become generalized in companies and organizations, as a way to achieve the supply chain integration, to improve productivity and gain competitive advantages. Those implementations, more than simple technology projects, have revealed to be complex and time consuming business projects due to the structural and behaviour changes involved. This article analyzes, through the Project Coordinator’s point of view, two real cases of ERP implementation projects at Ibico Portuguesa, comparing the project management methodology adopted by Ibico with the Project Management Body of Knowledge (PMBoK), coming to the conclusion that the use of the PMBoK norms and best practices by the Project Manager could have been a success factor in those implementations, particularly referring to the elements that have been pointed as the most critical: planning, involvement and commitment of top management as well as stakeholders’ management.DOI:10.5585/gep.v4i2.37
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Gao, Hong, Qiang Li, and Guo Lv. "Green Management Analysis of Construction Projects Based on Full Life-Cycle." Advanced Materials Research 689 (May 2013): 13–17. http://dx.doi.org/10.4028/www.scientific.net/amr.689.13.
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In China, green management of a construction project’s full life-cycle is an essential step the construction industry has to take towards achieving sustainable development. This paper outlines the implementation of green management based on the contents of a construction project. It discusses green management over the entire life-cycle of the project from design, construction, use to removal phase. Finally, the paper concludes how to assure the implementatation of green management of construction projects through establishing environmental quality assessment and evaluation systems.
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Hoermann, Stefan, Michael Schermann, Marco Aust, and Helmut Krcmar. "Risk Profiles in Individual Software Development and Packaged Software Implementation Projects." International Journal of Information Technology Project Management 5, no. 4 (2014): 1–23. http://dx.doi.org/10.4018/ijitpm.2014100101.
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The aim of this paper is to compare risk profiles of individual software development (ISD) and packaged software implementation (PSI) projects. While researchers have investigated risks in either PSI projects or ISD projects, an integrated perspective on how the risk profiles of these two types of information system (IS) projects differ is missing. To explore these differences, this work conducted a Delphi study at a German-based financial services company. The results suggest that: First, ISD projects seem to be more heterogeneous and face a larger variety of risks than the more straightforward PSI projects. Second, ISD projects seem to be particularly prone to risks related to sponsorship, requirements, and project organization. Third, PSI projects tend to be predominantly subject to risks related to technology, project planning, and project completion. Finally, in contrast to available lists of risks in IS projects and irrespective of the project type, the paper found a surprisingly high prominence of technology and testing-related risks.
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Prokof'ev, M. N., and R. A. Legchaev. "Prospects for the national projects implementation in the context of the coronavirus contagion." Regional Economics: Theory and Practice 18, no. 11 (2020): 2071–88. http://dx.doi.org/10.24891/re.18.11.2071.
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Subject. This article discusses the importance of national projects for the social and economic development of Russia. Objectives. The article aims to analyze the results of the implementation of national projects in the most important areas. Methods. For the study, we used the methods of logical and statistical analyses. Results. The article substantiates the view that the coronavirus infection factor, which has predetermined major changes in many areas of public life, will have a significant impact on the implementation of national projects. Conclusions. In the face of coronavirus disease spreading, the national project Healthcare has the best chance of being fully implemented and even additional funding, while the national project Education may not be fully implemented. A review of the project's targets is a prerequisite.
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Odongo, Patrick, and Dr Kepha Ombui. "DETERMINANTS OF SUCCESSFUL IMPLEMENTATION OF NON- GOVERNMENTAL ORGANIZATIONS HEALTH PROJECTS IN KIBERA INFORMAL SETTLEMENT, KENYA." Journal of Entrepreneurship and Project Management 4, no. 1 (2019): 1–25. http://dx.doi.org/10.47941/jepm.278.
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Purpose: The current study sought to establish determinants of successful implementation of non-government organization health projects in Kibera informal settlement. The study sought to establish how community participation, resource mobilization, communication and project control determines successful implementation of health projects for NGOs operating in Kibera informal settlement.Methodology: The study adopted a descriptive survey design and 116 questionnaires were issued but only 92 questionnaires were received which represented a 79% response rate.Results: The results of the study revealed that resource mobilization, communication and project control positively and significantly determined successful implementation of health projects by Non-Governmental organizations in Kibera as shown by r=0.443, r=0.511 and r=0.798 respectively while community participation negatively determined the implementation success of the projects (r= -0.078).Recommendations: The study recommends that NGOs implementing health projects in Kibera should focus on mobilizing resources since the practice contributes to successful implementation of the projects. NGOs can achieve this by actively engaging sponsors, conducting harambees, networking and presenting grant proposals to prospective financiers to solicit resources for implementing the health projects. Additionally, the study recommends that NGOs implementing health projects in Kibera should focus on project communication since the practice contributes to successful implementation of the projects. NGOs can achieve this by establishing a concise project communication plan, and through continuous communication with project teams and stakeholders on matters concerning the progress of the project. The study further recommends that NGOs implementing health projects in Kibera should focus on project control since the practice contributes to successful implementation of the projects.NGOs can achieve this by using project management information systems in designing and controlling health projects, conducting a variance analysis on the progress of the project and by providing updates on the status of the project to the relevant stakeholders.
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Astafeva, O. E., I. L. Goncharov, and А. V. Kozlovskiy. "Implementation of infrastructure investment projects." Vestnik Universiteta, no. 9 (October 8, 2020): 121–27. http://dx.doi.org/10.26425/1816-4277-2020-9-121-127.
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Fontane, Darrell G., John W. Labadie, Bruce Loftis, and David H. Merritt. "Implementation Strategies for Salinity Projects." Journal of Water Resources Planning and Management 115, no. 5 (1989): 671–83. http://dx.doi.org/10.1061/(asce)0733-9496(1989)115:5(671).
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Ranjbarfard, Mina, and Zeynab Hatami. "Critical Success Factors for Implementing Business Intelligence Projects (A BI Implementation Methodology Perspective)." Interdisciplinary Journal of Information, Knowledge, and Management 15 (2020): 175–202. http://dx.doi.org/10.28945/4607.
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Aim/Purpose: The purpose of this paper is to identify Critical Success Factors (CSFs) for Business Intelligence (BI) implementation projects by studying the existing BI project implementation methodologies and to compare these methodologies based on the identified CSFs. Background: The implementation of BI project has become one of the most important technological and organizational innovations in modern organizations. The BI project implementation methodology provides a framework for demonstrating knowledge, ideas and structural techniques. It is defined as a set of instructions and rules for implementing BI projects. Identifying CSFs of BI implementation project can help the project team to concentrate on solving prior issues and needed resources. Methodology: Firstly, the literature review was conducted to find the existing BI project implementation methodologies. Secondly, the content of the 13 BI project implementation methodologies was analyzed by using thematic analysis method. Thirdly, for examining the validation of the 20 identified CSFs, two questionnaires were distributed among BI experts. The gathered data of the first questionnaire was analyzed by content validity ratio (CVR) and 11 of 20 CSFs were accepted as a result. The gathered data of the second questionnaire was analyzed by fuzzy Delphi method and the results were the same as CVR. Finally, 13 raised BI project implementation methodologies were compared based on the 11 validated CSFs. Contribution: This paper contributes to the current theory and practice by identifying a complete list of CSFs for BI projects implementation; comparison of existing BI project implementation methodologies; determining the completeness degree of existing BI project implementation methodologies and introducing more complete ones; and finding the new CSF “Expert assessment of business readiness for successful implementation of BI project” that was not expressed in previous studies. Findings: The CSFs that should be considered in a BI project implementation include: “Obvious BI strategy and vision”, “Business requirements definition”, “Business readiness assessment”, “BI performance assessment”, “Establishing BI alignment with business goals”, “Management support”, “IT support for BI”, “Creating data resources and source data quality”, “Installation and integration BI programs”, “BI system testing”, and “BI system support and maintenance”. Also, all the 13 BI project implementation methodologies can be divided into four groups based on their completeness degree. Recommendations for Practitioners: The results can be used to plan BI project implementation and help improve the way of BI project implementation in the organizations. It can be used to reduce the failure rate of BI implementation projects. Furthermore, the 11 identified CSFs can give a better understanding of the BI project implementation methodologies. Recommendation for Researchers: The results of this research helped researchers and practitioners in the field of business intelligence to better understand the methodology and approaches available for the implementation and deployment of BI systems and thus use them. Some methodologies are more complete than other studied methodologies. Therefore, organizations that intend to implement BI in their organization can select these methodologies according to their goals. Thus, Findings of the study can lead to reduce the failure rate of implementation projects. Future Research: Future researchers may add other BI project implementation methodologies and repeat this research. Also, they can divide CSFs into three categories including required before BI project implementation, required during BI project implementation and required after BI project implementation. Moreover, researchers can rank the BI project implementation CSFs. As well, Critical Failure Factors (CFFs) need to be explored by studying the failed implementations of BI projects. The identified CSFs probably affect each other. So, studying the relationship between them can be a topic for future research.
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BASHYNSKA, Iryna, Laura PETROVA, and Kateryna POPOVYCH. "Risk management in the implementation of innovative projects." Economics. Finances. Law, no. 2 (February 21, 2020): 11–13. http://dx.doi.org/10.37634/efp.2020.2.2.
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Introduction. Nowadays, the development of the international economic system is mainly due to the innovation processes associated with the creation and initiation of advanced sciences and technologies, which is why the sphere of innovation becomes the most important resource of the nation, and its effectiveness determines the dynamics and progressive development of the national economy. The purpose of the paper is to investigate the theoretical issues of the essence of risk management of innovative projects. Results. Innovative modifications at the enterprise are developed and implemented through design. The project is an independent system with innovative content, presented in a document format, limited in time, characterized by risks and high levels of uncertainty due to external environmental factors. The key features of an innovation project are uncertainty, exclusivity, the specific purpose of the project, clearly defined conditions and risks. A large number of threatening and dangerous situations exist in the external and internal environment of companies developing and implementing innovative projects, so the question arises of effective risk management at all stages of project operation and implementation. The study found that integrated risk analysis and the development of a quality innovative project risk management system will maximize opportunities to achieve project goals and minimize costs or adverse events. Conclusion. The process of development and implementation of innovative projects is associated not only with large investments, but also with risks at all stages of design. In this regard, there is always the question of the effectiveness of the formation of project risk management mechanisms that will improve the profitability of the enterprise and its functioning in the direction of innovative development. The methodology of project risk management clearly proved to be a successful form of management activity. A consistent course of action should be developed to determine the risk for each project that meets the requirements of the particular enterprise. Implementation of risk management of an innovative project into the practice of the enterprise will lead to significant savings of the budget of realization of projects, time of their realization and will improve quality of execution.
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Zachko, Oleg B., та Dmytro S. Kobylkin. "УПРАВЛІННЯ ОСВІТНІМИ ПРОЕКТАМИ В БЕЗПЕКО-ОРІЄНТОВАНИХ СИСТЕМАХ ЗАСОБАМИ ВІРТУАЛЬНОГО СИТУАЦІЙНОГО ЦЕНТРУ". Information Technologies and Learning Tools 65, № 3 (2018): 12. http://dx.doi.org/10.33407/itlt.v65i3.2237.
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In the article a thorough analysis of the conducted researches on the implementation of information and web-technologies in educational projects has been conducted. It allowed to form the problems of the formation of a safe-oriented culture and to form the relevance of conducting research on the implementation of an educational project for the creation of a virtual situational centre. The profiling of project mission of "Virtual situational centre for the formation of a security-oriented culture" which defines the main vectors of the project's development was formulated and described. For creation of virtual situational centre online platform for the development of a security-oriented culture, the Moodle system has been used. The use of this system, distributed under the GPL license and verified by international practice, is a significant advantage of using the virtual situational centre for formation of a security-oriented culture, in addition to provide efficient access to electronic teaching materials at a user-friendly time. The main criteria of educational projects functioning effectiveness are determined, which allow to substantiate the configuration of educational projects in the system of vocational education. The communicational model of project management of a virtual situational centre implementation, which describes the dependencies of creating a virtual situational centre and the functioning of its components, has been formed. The influence of the project environment on the project of a virtual situational centre creating and the consequences of its influence on the success of the centre’s implementation was explored. Practical results from the implementation of the educational project of the virtual situational centre are described and the didactic possibilities of using the online platform of the centre are presented. There are formed the additions to the terminology database of management the projects, programs and portfolios of projects by introducing new definitions. The result of the study is the implementation of an Internet platform with educational projects for specialists in the civil protection service, which will form a safe-oriented culture and promote the implementation of cross-border projects for the integration of the civil protection system of Ukraine into European security structures to ensure the safety of the vital activities of the population and territories.
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Jaafari, Ali. "Life-Cycle Project Management: A Proposed Theoretical Model for Development and Implementation of Capital Projects." Project Management Journal 31, no. 1 (2000): 44–52. http://dx.doi.org/10.1177/875697280003100107.
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Facility delivery has been traditionally the focus of project management in capital projects. The current body of knowledge, project administrative systems, and the associated model contracts support the delivery of physical facilities with limited focus on original business objectives, or market dynamics. There is an increasing realization that the main focus should be on the creation of a viable business entity of which the facility forms only one part. When focus is shifted from the delivery of the physical facility to the creation of a business to service project objectives, it becomes clear that the traditional project delivery approaches will have to give way to a new system in which project life-cycle objectives will be the basis for decision-making throughout the project's life. Under this method, the project participants assume partial responsibility for the viability of the project over its operational life. A simplified form of sharing risks/rewards, known as a project alliance, is already popular. Capital projects are technology based, and few projects can be competitive without significant innovation in their conceptualization, implementation, and operation. This also provides the additional argument that project life-cycle objectives should be the basis for project development and management.
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Liu, Hang. "Implementation Mode of Industrial Engineering Projects Based on Project Management." Advanced Materials Research 433-440 (January 2012): 1660–65. http://dx.doi.org/10.4028/www.scientific.net/amr.433-440.1660.
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Since the Industrial Engineering (IE) was introduced to China, people have already had much understanding of this cross discipline, and IE has been successfully popularized and applied in some enterprises. In such circumstances, a task we face is to systematically and comprehensively develop a theory and application system of IE from the subject development and practical application point of view, and the industrial engineering body of knowledge is established based on such a need. In this paper, on the basis of investigation and study on the domestic and foreign relevant studies, it establishes the industrial engineering body of knowledge, and proposes the implementation mode of IE projects based on project management, providing a certain reference role in the discipline development of IE and the implementation of IE in enterprises.
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Ivanenko, L. V., and N. A. Timoshchuk. "THE PROCESS OF IMPLEMENTING NATIONAL PROJECTS IN THE REGION. PROJECT MANAGEMENT." Bulletin USPTU Science education economy Series economy 3, no. 33 (2020): 103–9. http://dx.doi.org/10.17122/2541-8904-2020-3-33-103-109.
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The main purpose of this article is a comprehensive analysis of the implementation of national projects as a form of public administration, as well as the organization and control of the implementation of national projects. It is shown that currently the implementation of national projects can be carried out using a method called "project management" or project management, public administration. The concept of "project" is given as generalizing into a certain system and combining procedures, actions and activities to achieve the goal. Today, these methods have almost acquired the status of a standard. It is noted that project management has recently developed into a practical methodology that is used in various areas of human life. The article presents various types and types of projects: technical, organizational, economic, social, investment, innovation, research, etc. There are short-term, medium-term, and long-term projects that can include, for example, municipal, regional, Federal, state, or national projects. Special attention is paid to national projects. The latter are intended for organizing powerful scientific and technological and effective socio-economic development of the country and each specific region. In the process of their implementation, the goals of self-realization and improving the standard of living of the population are pursued. It is also reported about the official introduction of project management in public authorities in the Russian Federation. Thorough methodological and organizational preparation is shown for effective implementation of national projects. However, national projects are not being implemented actively enough. The Samara region has organized activities for the implementation of almost all national projects. As an example, the national project "Safe and high-quality roads" is proposed, the characteristics, state of the project management and its implementation in the Samara region are considered. The assessment of the state of highways in the studied region is given. The obvious relevance of the introduction and implementation of the national project "Safe and high-quality roads" in the Samara region is confirmed. Analysis of the content of the national project "Safe and high-quality roads" in General shows that its implementation or implementation set extremely complex goals. The article proposes to implement their achievement using the "project management" method. The success of using the project management method is determined by the fact that management is carried out in accordance with the principles of project management throughout the project lifecycle.
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Deptuła, Anna Małgorzata, and Ryszard Knosala. "Risk Assessment of the Innovative Projects Implementation." Management and Production Engineering Review 6, no. 4 (2015): 15–25. http://dx.doi.org/10.1515/mper-2015-0032.
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Abstract The article presents the issue of risk assessment of innovations. Specificity of technological innovation realized in manufacturing companies has been particularly well described here. An original method of assessing the innovative projects risk has been presented. The elaborated method has been implemented in three enterprises, the business activity of which is not typical for electrical engineering, metal and mechanical engineering and companies which are going to carry out the innovative project simultaneously with already started innovative projects. Moreover, an example of the risk assessment of a chosen technological innovation has been presented.
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Altic, Brian E., Richard M. Burns, B. J. Fontaine, Ian Scott, John L. Silveira, and John Softley. "Implementation of an Improved Outfit Process Model." Journal of Ship Production 19, no. 01 (2003): 1–7. http://dx.doi.org/10.5957/jsp.2003.19.1.1.
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National Steel and Shipbuilding Company (NASSCO) has successfully planned and executed several projects directed toward increasing their competitiveness in the shipbuilding marketplace. Among these has been the common goal of implementing outfit design and manufacturing processes that will result in performance improvements. Previous outfit projects, such as MARITECH Ship Factory Transformation Project and Parametric Standard Machinery Units, have focused on key improvement strategies in targeted shipbuilding process areas with positive results. This paper describes the pilot implementation project that was undertaken to establish an onblock and on-board design and construction process. This is a process by which interim product family components are competitively assembled and installed for new construction shipbuilding. Most of the projects completed by NASSCO thus far have been broadly based, focusing on overall development of standard products and processes. This project placed a further focus on these, along with manufacturing processes, workstation definition, production information, and multiskilled tradespeople. These combined elements have been seen as the logical next steps toward process competitiveness.
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Bychkova, S. M., and A. A. Butina. "Risk Analysis in the Implementation of Application Projects in the Digital Economy." Accounting. Analysis. Auditing 5, no. 6 (2018): 50–60. http://dx.doi.org/10.26794/2408-9303-2018-5-6-50-60.
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The content of the concept and features of applied projects in the framework of the development of the Information Economy is considered. The tasks of applied projects are defned. The main categories of applied projects are identifed according to the method of their fnancing when they are introduced into the Information Society. The main tasks that are solved by organizations during the implementation of applied projects are considered. The main risks of application of the applied projects are systematized depending on their type. The essence of each risk and threat for the company is described for all categories of the applied projects. Three groups of risk scenarios have been identifed. The factors on the basis of which the decision is made to unconditionally abandon the implementation of the applied projects are established. A multi-criteria model of primary risk assessment and the possibility of its occurrence in the implementation of the applied projects has been developed. Examples of evaluating the prospects of implementation for each category of the applied projects are proposed. In the framework of the above-mentioned risks of project implementation, a number of factors (risk assessment values) are identifed, on the basis of which an unambiguous decision is made about the inexpediency of further assessment and implementation of proposed applied projects in the company (STOP factors). The list of STOP factors is established for each project individually in view of the features of each applied project. However, a number of universal STOP factors can be identifed (low% EBT on a project and a high risk of receivables that cannot be repaid or overdue, which may adversely affect the cash flow of the applied project under consideration). As part of the implementation of the applied projects, various categories of applied projects have been allocated, depending on the costs that the company is undergoing. Each category of the applied projects has specifc risks that, to a greater or lesser extent, limit the company’s ability to implement projects. The values of risks that can clearly signal at the evaluation stage of applied projects about the inexpediency of considering the possibility of implementing the applied projects in their current form without any changes have been determined.
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Andary, Elie Georges, Caesar Abi Shdid, Arindam Chowdhury, and Irtishad Ahmad. "Integrated project delivery implementation framework for water and wastewater treatment plant projects." Engineering, Construction and Architectural Management 27, no. 3 (2019): 609–33. http://dx.doi.org/10.1108/ecam-02-2019-0075.
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Purpose The public nature of water and wastewater construction capital projects has rendered design-bid-build (DBB) as the delivery method of choice for such projects over the past years. Shortcomings inherent to DBB have had a negative effect on the key performance indicators (KPIs) of these projects. Numerous studies have been published about the benefits offered by integrated project delivery (IPD) in improving the delivery of DBB projects. Links correlating IPD principles to improvements in KPIs of DBB construction projects have not been established scientifically, thus leaving owners with no guidance on which IPD principle(s) to implement in order to improve a particular project KPI. The paper aims to discuss this issue. Design/methodology/approach Actual data were collected from 43 water and wastewater construction projects – including two control projects with full implementation of selective IPD principles – and used to compute major projects KPIs. Regression analysis and a focus group are then utilized to determine the effect of each implemented IPD principle on various project KPIs. Findings Implementation of open communication was found to have a significant effect on reducing project cost overrun, and the co-location of teams significantly reduced the time to respond to RFIs. Collaborative decision making significantly reduced the cost of field rework. Other IPD principles showed less-significant effects on project KPIs and were concluded to be ineffective at improving the projects’ performance. Practical implications An implementation framework is developed that can guide utility owners on which IPD principle(s) to implement in order to improve specific project KPIs. Originality/value This study demonstrates that not all IPD principles will result in performance improvement of a project. A selective and cost-effective implementation of certain IPD principle will have to be based on the nature of the project and the particular KPIs targeted for improvement.
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Leyian, Benson N., Charles M. Rambo, and Angeline Mulwa. "Influence of Project Team Knowledge Diversity on Implementation of Building Construction Projects. A Case of Kajiado County, Kenya, Africa." Journal of Sustainable Development 14, no. 5 (2021): 99. http://dx.doi.org/10.5539/jsd.v14n5p99.
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Implementation of the building construction projects is done by workers with diverse knowledge. The knowledge diversity can either be beneficial or detrimental to the implementation process. Out of the 50 building construction projects implemented by Kajiado county government in the financial year 2016/2017, 24 were not successfully implemented. This study sought to determine the influence of project team knowledge diversity on the implementation of building construction projects. The study used a pragmatism paradigm as well as a correlational research design and a sample of 251 respondents. Data was collected using semi-structured questionnaires, interview guides, and observation. Quantitative data was analysed for means and standard deviation as well as inferential techniques for correlation and regression while hypothesis was tested using ANOVA. Qualitative data was thematically analysed and the results triangulated with the quantitative results for presentation. The results indicated the existence of a positive correlation (r=0.323)  between project team knowledge diversity and implementation of building construction projects. It was also established that 10.4% of the variations in implementation of the building construction projects are attributable to project team knowledge diversity R2=0.104 . The null hypothesis project team knowledge diversity has no significant influence on implementation of building construction projects was rejected based on F1,219=25.522, p=0.0000<0.05.  It was concluded that project team knowledge diversity has a significant influence on implementation of building construction projects. The study recommends that recruitment into project teams for implementation of building construction projects should consider people with diverse knowledge backgrounds since they complement each other’s competencies.
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Igwe, Nick Ngozi, and Anthony Obiora Ude. "Project Planning and Implementation in Niegria: Revisiting International Best Practices." European Scientific Journal, ESJ 14, no. 14 (2018): 152. http://dx.doi.org/10.19044/esj.2018.v14n14p152.
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The existence of poor project planning and implementation culture is an anti-thesis to development. This is because the growth of any nation is essentially dependent on successful execution of critical development projectsand infrastructures. The purpose of thispaper is to explore the current issues around project planning and implementation in Nigeria’s public sector vis-à-vis international best practices. The methodology adopted was a documentary review of past and current literature which enhance critical and contextual analysis of project implementation and execution culture in the country. It was found that the three tiers of government have not really planned, implemented and executed projects with due diligence in accordance with global best practices. Thus there exists a widespread institutional mediocrity in project execution, deficiency of vision, and inadequate budgetary allocations leading to high cost of project financing and corruption in the long run. The paper recommends amongst other things the establishment of National Public Projects Implementation System (NPPIS),public projects governance institutional framework and project management offices (PMOs), in Ministries Departments and Agencies to support processes for better public projects delivery system.
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Al-Emadi, Ameena, and Abdel Latef Anouze. "Grounded Theory Analysis of Successful Implementation of E-Government Projects." International Journal of Electronic Government Research 14, no. 1 (2018): 23–52. http://dx.doi.org/10.4018/ijegr.2018010102.
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This article explores the perceptions of senior managers about the successful implementations of e-government projects in their agencies, identifying what problems they have encountered and how they have addressed these problems better. 17 e-government projects were interviewed to reveal their underlying perceptions on the successful implementation of e-government projects in their agencies. After analyzing their interview transcripts, forty-nine constructs were revealed, refined, and categorized. The findings indicate that there is a lack of consensus among project managers about what constitutes e-Government project success, there was agreement across all levels of management that project success needs to be measured through a set of quantitative measures such as the number of transactions submitted through the e-government system, number of users using the system, and total time required to complete a process. Drawing from the empirical findings, this article presents a conceptual framework for change management in e-government projects together with a set of recommendations.
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Anne, Vaati, and Dr Samson Nyang’au Paul. "INFLUENCE OF STAKEHOLDER INVOLVEMENT ON THE SUCCESSFUL IMPLEMENTATION OF PROJECTS AT KENYA RAILWAYS CORPORATION IN KENYA." Journal of Entrepreneurship and Project Management 4, no. 1 (2019): 52–77. http://dx.doi.org/10.47941/jepm.286.
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Purpose: The purpose of this study was be to examine the influence of stakeholders’ involvement on successful implementation of projects in Kenya with reference to Kenya Railways Corporation.Methodology: This research used descriptive research design. The population of the study was the project officers, project managers/team, contractors, consultant’s engineers and architects, financial managers and auditors. This research adopted primary and secondary data.Primary data was gathered through use of questionnaire. Data was analyzed using Statistical Packages for Social Sciences (SPSS Version 21).Results: According to the findings, taking all factors (project team competency, stakeholders’ involvement, top management support and project monitoring and evaluation) constant at zero, the overall successful implementation of projects in Kenya was 5.774. The data findings also show that a unit increase in project monitoring and evaluation lead to a 0.362increase successful implementation of projects in Kenya; a unit increase project team competency lead to a 0.379; a unit increase in top management support, lead to a 0.355; a unit increase in stakeholders’ involvement lead to a 0.398 increase in successful implementation of projects in Kenya respectively. This means that the most significant variable was stakeholders’ involvement followed by project team competency; top management support and project monitoring and evaluation respectively.Recommendations: The study recommends that stakeholder’s involvement should be improved in project implementation. The study also recommends that a competent project leader be given the responsibility to oversee the implementation of projects in Kenya Railways Corporation to ensure projects are effectively implemented.
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Andersson, Annika, and Ralf Müller. "Containing Transaction Costs in ERP Implementation through Identification of Strategic Learning Projects." Project Management Journal 38, no. 2 (2007): 84–92. http://dx.doi.org/10.1177/875697280703800209.
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Implementation of enterprise resource planning (ERP) systems requires in-depth understanding of the idiosyncrasies of the receiving organization, thus implying specific learning costs. ERP projects delivered in form of contracted projects in a competitive market environment often ignore costs for competitive reasons (Linderoth & Lundqvist, 2004). However, these learning costs add to the overall transaction costs of a project. If not budgeted into the individual projects, these costs accumulate at the project portfolio level of project delivery organizations (sellers) and must be managed adequately. One way of minimizing learning costs at the portfolio level is to identify strategic learning projects, which accrue higher than planned (competitive) costs, but lower the costs of future projects and thereby the overall learning costs at the portfolio level. The present study investigated the practices of dealing with costs of learning projects at a Swedish ERP consultancy over a period of six months. The results show how to lower portfolio-level project costs in the long-term through identification of strategic learning projects, with expected budget overruns in the short-term. The study takes a transaction-costs-economic (TCE) perspective. A model shows the impact of short-term learning investments on the lowering of implementation risks in future projects. The model can be used by managers for understanding long-term profitability by exceeding time and budget objectives in the short term.
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Elbaruni, Jalal, Olena Bielova, and Viktor Melenchuk. "ANALYSIS AND PRIORITIZING RISK MINIMIZING TECHNIQUES OF IT PROJECTS." Management of Development of Complex Systems, no. 45 (March 1, 2021): 6–12. http://dx.doi.org/10.32347/2412-9933.2021.45.6-12.
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This article is devoted to the risk analysis of IT projects. The article defines the risks of IT projects, classifies the key risks of IT projects and identifies the main sources of risks of IT projects. The analysis of risks of IT projects at introduction of information management system in realization of projects of the company is also presented. The possibility of risks of IT projects during the implementation of the management information system in the implementation of the company's projects is analyzed. And also the ways of minimization of occurrence of risks of IT projects at introduction of information management system in realization of projects of the company are offered. Under ideal circumstances, in modern organizations, project implementation reduces risks to zero. At the same time, in modern realities, it remains necessary to take into account risks and manage them as part of the organization when implementing projects. Nevertheless, risk minimization is effective for the dynamic growth of an organization or institution when implementing projects. The current trends in information projects in today's competitive world are fundamental and necessary for any project-oriented organization to manage risks in information outsourcing projects in an ideally complex task. Thus, this article examines the main factors that lead to the emergence of risks, based on modern scientific sources from leading researchers in the field of project management, taking into account the peculiarities of developing an optimal risk management system in an organization when implementing projects, as well as the implementation of such a system under various scenarios of projects’ implementation in organizations. A structure aimed at improving the risk management system in organizations during project implementation is also proposed. The study found that prioritization in the consideration of project risks, as well as risk factors, helps to correlate the risk of the project and the risk of the company itself. Prioritizing the response to risk factors and their strength of influence, considering the time, volume and quality of risks are of paramount importance for the dynamic growth of the organization and allow to conduct a matrix analysis of risks, and then propose ways to minimize risk.
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Sizova, Evgeniya, Evgeniya Zhutaeva, and Andrei Chugunov. "Methodical bases of selection and evaluation of the effectiveness of the projects of the urban territory renovation." E3S Web of Conferences 33 (2018): 03016. http://dx.doi.org/10.1051/e3sconf/20183303016.
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The article highlights features of processes of urban territory renovation from the perspective of a commercial entity participating in the implementation of a project. The requirements of high-rise construction projects to the entities, that carry out them, are considered. The advantages of large enterprises as participants in renovation projects are systematized, contributing to their most efficient implementation. The factors, which influence the success of the renovation projects, are presented. A method for selecting projects for implementation based on criteria grouped by qualitative characteristics and contributing to the most complete and comprehensive evaluation of the project is suggested. Patterns to prioritize and harmonize renovation projects in terms of multi-project activity of the enterprise are considered.
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Kara-Sal, M. R., and V. K. Khomushku. "REGIONAL FEATURES OF THE NATIONAL PROJECTS IMPLEMENTATION AND THE ROLE OF CONTROL AND ACCOUNTING BODIES OF OF THE RUSSIAN FEDERATION SUBJECTS IN THE TRANSITION TO PROJECT MANAGEMENT." Vestnik Universiteta, no. 1 (March 23, 2020): 71–77. http://dx.doi.org/10.26425/1816-4277-2020-1-71-77.
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The features of the implementation of project management in the executive authorities of the Republic of Tuva have been considered and the essence of the regional project management system has been revealed. Problems during the implementation of national projects in the Republic of Tuva, as well as during monitoring of their implementation, including the problem of access to relevant information on the development, implementation, reporting on the implementation of regional projects have been studied. Based on the study, it has been concluded that it is necessary to manage state programs and projects from the perspectives of a systematic approach. It is necessary to organize a system of access to relevant information on the development, implementation, reporting on the implementation of regional projects, amending the law of the Republic of Tuva “On the Accounting Chamber of the Republic of Tuva”, providing for access to information systems and resources, as well as developing a standard for external state financial control “Monitoring regional projects”.
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Watema, Joash, and John Tulirinya. "Project Implementation, Risk Management Practices and Project Success." East African Journal of Business and Economics 3, no. 1 (2021): 36–50. http://dx.doi.org/10.37284/eajbe.3.1.296.
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The study aimed to establish the relationship between project implementation, risk management practices and project success for projects implemented by NGOs in Iganga Municipality. The study used a quantitative, correlational and cross-sectional survey design. The sample consisted of 117 respondents who included project managers, their assistants, and accountants of 45 projects implemented by NGOs in Iganga Municipality. Data was collected using a self-administered questionnaire and analysed using statistical packages for social scientists (SPSS). This study discusses project implementation and risk management practices as the issues involved in project success and or failure. The study concluded that project implementation and risk management practices were significant in improving project success. This study recommended that NGOs in Iganga Municipality need to put much emphasis on project implementation and risk management practices as a way of improving project success as their correlation is significant.
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Mujabi, Shafic, Samson Omuudu Otengei, Francis Kasekende, and Joseph Mpeera Ntayi. "Determinants of successful implementation of donor-funded projects in Uganda." International Journal of Social Economics 42, no. 12 (2015): 1139–54. http://dx.doi.org/10.1108/ijse-04-2014-0073.
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Purpose – The purpose of this paper is to examine, empirically the relationship between organizational rationality, knowledge management (KM), risk management and successful implementation of donor-funded projects in Uganda. Design/methodology/approach – Data were obtained from 195 project managers of donor-funded projects both managed within government systems and those outside government using a questionnaire. Zero-order correlation analysis and hierarchical regression analysis were employed to analyze the data. Findings – The paper has two major findings: all the predictor variables are positively and significantly related to successful project implementation; and the relationship is strong enough to cause a 23 percent (R²) increase in the explanatory power in the presence of control variables. Research limitations/implications – The study focussed on selected donor-funded projects in Uganda and this limited the generalization of the findings. Moreover, there was also limited availability of local empirical literature with respect to implementation and performance of donor-funded projects. Practical implications – The results suggest that organizations that embrace organizational rationality, risk management and KM succeed in project implementation. Originality/value – There are many studies that investigate the practices adopted by organizations that implement donor-funded projects, however, this is the first study to the authors’ knowledge that examines the relationship between KM, rationality, risk management and successful implementation of donor-funded projects in Uganda.
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Roy Adi Wijaya, Matias, Jati Utomo Dwi Hatmoko, and Suripin Suripin. "Assessment of Lean Construction Principles: A Case Study at Semarang Medical Centre Hospital Project." MEDIA KOMUNIKASI TEKNIK SIPIL 21, no. 2 (2016): 91. http://dx.doi.org/10.14710/mkts.v21i2.11235.
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The lean construction frameworks have been developed for years to enhance the poor performance of Indonesian project delivery system which influenced by the waste of non-value adding activities. Never the less most of the developments were limited on working process and lack in people empowerment. Toyota Way which integrate working process optimization and people empowerment, was developed as a lean construction frame works. This paper aimed to assess the implementation of Toyota Way principles in project delivery system by observing project’s delivery current state (status quo). The assessment began by conducting a questionnaire survey about Toyota Way implementation which then validated by interview with involved stakeholders and field observation. The assessment showed that project’s stakeholders were still unfamiliar with Toyota Way concept. Although some Toyota Way guidelines have been used in projects completion process such as visual management and training program, it found that those guidelines had not fully implemented. The project delivery system was lack of process focus and concerns more on relationship inter-parties. It also found thatToyota Way implementation will constrained by the difficulties to change the status quo of project delivery. Moreover, it seems that construction projects need practical guidelines to simplify the Toyota Way implementation in project delivery system such as project flow evaluation and system of reflection.
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Kotov, A. V. "Project Management in the Implementation of Long-term Interregional Initiatives." Administrative Consulting, no. 8 (September 30, 2020): 132–44. http://dx.doi.org/10.22394/1726-1139-2020-8-132-144.
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The article develops to the analysis of the application of project management in the implementation of long-term interregional initiatives. The relevance of the study is due to modern experience in initiating and implementing major interregional initiatives. Practice shows that they need no alternative real project content, i. e. the availability of interconnected local investment projects, the implementation of each of which together provides high interregional (macro-regional) and region-wide importance. To date, there is a shortage of projects at the interregional level in Russia. This problem is recorded in the national Spatial Development Strategy.We formulate an author’s approach to defining of the interregional initiative as an activity to develop, present and launch a significant large complex interregional project (a set of interconnected investment and other related projects), potentially capable of having a significant impact on the social and economic development of the country, the federal district / macro-region.The study analysed detail the lessons learned from project management at the regional level, which can be useful for the implementation of integrated interregional initiatives. The main models of “spillovers” of experience of implementation of project management from federal to regional level for development of own initiatives of subjects of the Russian Federation (direct transfer, reset of state programs, project management of new spatial forms of organization of economic activity, initiation of joint projects with federal development institutions, etc.) are given.We have underlined possibilities project management in promoting interregional initiatives should focus on the following areas: taking into account innovative opportunities concentrated in systemically important economic complexes; Ranking projects in terms of effects for regional business communities. Projects involving and combining local resources should benefit.In regard with innovation development, we have proposed specific attention to interregional initiatives related to the acquisition of new knowledge, associations of the potential of regional scientific centers, synthesis of accumulated knowledge in the form of patents, advanced technologies, industrial models.
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�������� and Lidiya Baranova. "Exploring the Influence of Project Management System on Success of Company�s Projects Implementation." Russian Journal of Project Management 5, no. 3 (2016): 19–29. http://dx.doi.org/10.12737/21288.
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The purpose of the paper is to research the influence of project management system on success of company�s projects implementation. The paper presents a review of the scientific literature on the approaches and methods in the IT project management. The components of IT project management system are presented along with the key projects success factors. There were identified and quantitatively analyzed the relationship between the project management system components and success factors of projects. According to the results of the research conducted, the change management system and the communications are the most critical factors influencing IT projects success.
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Kasten, Peggy. "Projects: Delaware 6-12 Exemplary Mathematics Curriculum Implementation." Mathematics Teacher 93, no. 9 (2000): 798. http://dx.doi.org/10.5951/mt.93.9.0798.
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The Delaware 6–12 Exemplary Mathematics Curriculum Implementation (DEMCI) project seeks to substantially scale up from existing pilot projects to implement research-based, standardsdriven mathematics curricula in middle school and high school programs throughout Delaware. This National Science Foundation (NSF)–funded project is a partnership of fourteen Delaware school districts, the University of Delaware, and the Delaware Department of Education. Over the 38-month life of the project, 300 middle school and high school mathematics teachers—nearly two-thirds of all secondary mathematics teachers in Delaware— will engage in a substantial program of professional development that exceeds 150 hours for all teachers and may approach 200 hours for many.
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Barnowska, Beata, and Maciej Kozaryn. "Benefits from the implementation of project tasks with the use of virtual team." Management 22, no. 2 (2018): 204–16. http://dx.doi.org/10.2478/manment-2018-0032.
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Summary The necessity of customer oriented approach, the ability of quick adapting to changing demand and the expectations of reducing project costs have recently resulted in a strong development of cooperation between various organizations implementing joint ventures. Projects-oriented organizations, creating virtual project teams, have become more and more popular. Dissemination of this organizational form has induced the authors to consider the real benefits achieved by enterprises using virtual project teams to implement projects. The purpose of the article was to try to calculate the benefits that companies can obtain when implementing projects, by replacing traditional project teams with virtual project teams (ceteris paribus). The presented research results show the possibility of achieving significant financial benefits due to the use of virtual project teams to carry out the projects implemented in many units with a large geographical dispersion.
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Zemskova, Natalia E., Elena N. Melnikova, and Vener N. Sattarov. "PRACTICAL IMPLEMENTATION OF POSTGRADUATE BUSINESS PROJECTS." Pedagogicheskiy Zhurnal Bashkortostana 88, no. 3 (2020): 68–80. http://dx.doi.org/10.21510/1817-3292-2020-88-3-68-80.
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The subject of the study was the effectiveness of the university in the implementation of innovative developments of students. The purpose of the research is to analyze the business project of a postgraduate student within the Young Farmer support program for young entrepreneurs. The research methods included checking the relevance of the business plan and evaluating it. The results of the study made it possible to establish the relevance of the transition of the stationary method of beekeeping to a nomadic one in the Samara region. The authors identified the advantages and disadvantages of both methods and presented the organizational plan for the development of the economy and the spending plan, which includes ten items and amounts to 1666667 rubles. The research also takes the inflation rate into account and gives the taxing environment and contributions amount. A plan for increasing production volumes from 2020 to 2025 is shown. When assessing the efficiency of the transition to nomadic beekeeping, the authors estimate such indicators as: payback period; net income of the project, which is calculated as a cumulative result of the cash flow consisting of inflows (income from sales of products (services), non-realization income) and outflows (costs, current costs (without depreciation), taxes and deductions); net present value, which is equal to the value of net discounted income in the last planning interval; internal rate of return, or discount rate. The research provides the calculation of investments in nomadic beekeeping and establishes the economic efficiency of such transition. Both these factors determine the practical significance of the project.
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Velichko, D. D., A. D. Livinskaya, and O. L. Pererva. "Problems of implementation of innovative projects." Scientific bulletins of the Belgorod State University. Series: Economics. Computer Science 45, no. 2 (2018): 222–28. http://dx.doi.org/10.18413/2411-3808-2018-45-2-222-228.
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Anderson, Stuart D., and E. Lynn Cook. "TQM Implementation Strategy for Capital Projects." Journal of Management in Engineering 11, no. 4 (1995): 39–47. http://dx.doi.org/10.1061/(asce)0742-597x(1995)11:4(39).
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Korovin, G. B., L. M. Averina, and L. A. Zakharova. "Import Replacement for Arctic Projects Implementation." Bulletin of Ural Federal University. Series Economics and Management 17, no. 6 (2018): 970–85. http://dx.doi.org/10.15826/vestnik.2018.17.6.043.
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Anisimov, D. E., and I. S. Reshetnikov. "Management aspects in MES implementation projects." Automation and Remote Control 72, no. 6 (2011): 1319–32. http://dx.doi.org/10.1134/s0005117911060208.
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