ГИБКОЕ УПРАВЛЕНИЕ ИННОВАЦИОННЫМИ ПРОЕКТАМИ ПРЕДПРИЯТИЙ: ФУНКЦИИ И КОМПЕТЕНЦИИ

Project management (PM) principles are rapidly changing due to business globalization and information technology (IT) advances which support distributed and virtual project teams. Traditional PM focuses on a single project at a single location and is more concerned with project inputs and outputs than with the project work itself. Traditional PM emphasizes scheduling, planning and tracking. The PM paradigm has begun to shift due to the increasing number of distributed projects involving team members from different sites, organizations and cultures. Current and future PM will be more concerned with project work and processes, and collaboration will become essential for success. Academics and practitioners have begun to discuss PM in terms of collaboration; however, there is little agreement as to a definition or interpretation of collaboration. One of the major changes in PM, over the last 25 years, has been the use of computerized tools and methods. In the future, the most significant change in PM may be the use of collaboration. In this article, we provide an explanation of different levels of collaboration, namely the communicative, collective, coordinated and concerted levels. Then we describe a prototype software package called C-PMS (Collaborative Project Management Software) to support 'concerted-level' collaboration among project team members. We believe that C-PMS, which supports all levels of collaboration, especially the concerted level, can increase the efficiency and effectiveness of project managers and team members.

The problems associated with development of green economy instruments at food industry enterprises are considered. On the basis of the analysis, it is concluded that insufficient attention is paid to environmental problems in the food industry in Russia. Introduction of modern equipment is carried out on the basis of implementation of innovative projects, where “green” investment is negligible. An analysis of the structure of investment in “green technologies” showed that these are mainly private investment resources, and government funding is minimal. It is concluded that it is necessary to develop instruments for financing innovative projects to introduce mechanisms of a “green” economy in the food industry. In order to stimulate the implementation of innovative environmental projects at food industry enterprises, such modern tools as public-private partnerships, insurance, concessional lending, and etc. are offered. As a result of the offered approaches to implementation of innovative projects based on a “green economy” at food industry enterprises, the environmental efficiency of the food industry will increase, as well as significantly reduce costs due to introduction of resource-saving technologies.

Towards the Effective Management of Social Innovation Projects: Insights from Project Management

The article analyzes project management methodologies and standards (in particular, PMBOK, P2M, Agile) in the context of models and methods that can be used to create a “green” project management approach. On the other hand, the concept of "green" entrepreneurship and its principles were analyzed. On this basis, 7 principles of “green” project management were proposed for the further development of the “green entrepreneurship” approach (projects should create environmentally friendly products, goods and services; ensure the maximum possible use of environmentally friendly materials and adhere to the desire to gradually increase the environmental friendliness of products; the implementation of project activities contributes to the creation and development of a “green economy” in the state; project-oriented companies mainly implement socially responsible projects with a trend towards increasing their share in the company's project portfolio; social responsibility should be both corporate and personal). Energy efficiency improvement projects are defined as a special case of “green” projects and as an object of scientific research. A classification model for energy efficiency projects is proposed for the further development of such classifications in the form of 11 classification features and project types within each feature (by project product, by use of artificial intelligence, by field of application, by use of “green” entrepreneurship principles, by project management methodology, by complexity, by type of project management team, by energy efficiency models, by degree of innovation, by geographical distribution, by scalability). 4 clusters of development of “green” project management are also identified, within which it is proposed to implement further research: “green” projects, “green” project management methodologies, “green” teams, “green” management tools. Each such cluster is characterized. A model of supplementing the classification model of project management systems (in its further development) is proposed, in which additional features of the classification of “green” project management systems are formulated - in the form of 5 additional features and types of projects within each classification feature. A model of the components of “green” project management is proposed, which contains four components: classic project management, flexible (Agile) project management, the concept of Lean production and “Green” community. As well as a multiple model of the “green” project management system in the form of a formal seven. A SWOT analysis of the formulated “green” project management approach is conducted, its strengths and weaknesses are highlighted, as well as opportunities and threats that may arise when using it. A conclusion is made regarding the potential effectiveness of such an approach. Areas of further research in the chosen direction are formulated. Conclusions from the conducted research are formulated.

[ACCESS RESTRICTED TO THE UNIVERSITY OF MISSOURI AT AUTHOR'S REQUEST.] What is a project? According to the Project Management Institute (2013), a project is "a temporary endeavor undertaken to create a unique product, service, or result" (p. 553). While the colloquial phrase 'good, fast, and cheap, pick any two' represents the main components of project quality according to most project management research, this study proposes there is something even more influential on project success: people's project preferences. People may ignore what is 'best' for project quality and instead adapt a project to fit their preferences. This sequential mixed methods study addressed people's project preferences through the development of the Project TWIST[trademark] Test. This instrument was designed to measure individuals' preferences for: (a) Tame project type, (b) Wicked project type, (c) Swift project-solving approach, and (d) Thorough project-solving approach. Following McIntire and Miller's (2007) test development process, this study included the development of test items, the piloting of the test by 105 participants, and data analyses needed to select the final items for Project TWIST[trademark] Test. The analyses indicated strong reliability for the test subscales and guided the reduction of test items to twenty per subscale. Additionally, the potential bipolarity of the subscales was explored utilizing Pearson correlations. The Tame/Wicked subscales and Swift/Thorough subscales demonstrated statistically significant, inverse relationships to indicate potential bipolarity. The Project TWIST[trademark] Test has implications for individuals, project leaders, and project team members. The Project TWIST[trademark] Test will help individuals better understand why some projects are enjoyable and successful for them and others are not. Project leaders gain knowledge of people's preferences, which is useful when assigning them to project teams and dealing with interpersonal conflict. Through awareness of others' preferences, project team members can transform bothersome qualities into benefits when

Introduction. Improving the quality of medical services and raising the effectiveness of the operation of the subjects of the medical system of Ukraine requires intensifying innovation, which needs significant investments. So, the application of qualitative methods for analyzing the efficiency of such projects is of great importance.Problem Statement. Scholarly research and methodological framework and practical recommendations deal with the identification of problem areas and aspects of the implementation of innovation and investment projects at healthcare institutions in Ukraine.Purpose. The purpose is to comprehensively analyze and to identify the problematic aspects of the implementation of innovation and investment projects by healthcare institutions and to determine the measures to address them as well as to increase the effectiveness of the innovation. Material and Methods. In the course of the study, the method of economic and mathematical modeling has been used to perform a composite analysis (using the weighted average method) of the effectiveness of the implementation of innovation and investment projects by the example of healthcare institutions.Results. It has been established that the efficiency of the implementation of innovation and investment projects at healthcare institutions of Ukraine is satisfactory, but such components as the financial and economic sustainability of the project and the quality of intellectual and personnel support, especially the structure of investments and their profitability, staff turnover and the level of professional qualification of medical personnel remain problematic. Financial and economic stability and investment andmarketing development remain the most problematic components of the efficiency.Conclusions. One of the key signs of the efficiency of investment and innovation projects in medicine is their systematic manner that involves a combination of measures to activate and develop investment and innovation in the organizational and institutional (1), the economic (2), the product and service (3), the social and psychological (4) components.

This scientific article explores the theoretical aspects of team management in the context of different management methodologies and compares the effectiveness of Agile and Waterfall project management methodologies. The study reveals that Agile methodologies are highly effective and provide significant cost savings but are still not widely used in Ukraine. Also, this article compares such methodologies as Scrum, Kanban, Lean, PRINCE2, SIX SIGMA, and Hybrid. The choice of methodology should depend on specific project conditions, such as team size and project complexity. The study presents new insights into the advantages and disadvantages of various approaches to team management. The study finds that teams using the Agile methodology achieve better results on average than teams using the Waterfall methodology. It also shows that using Agile methodologies is more common in small teams than in large ones. As project complexity increases, traditional methods such as Waterfall become more common. Therefore, the article provides a valuable contribution to the field of project management and can be helpful for project managers who are looking for an optimal approach to managing their teams. Purpose of the article. The purpose of this article is to investigate the theoretical aspects of team management in the context of different management methodologies and to compare the effectiveness of these methodologies in Ukraine and other countries. In addition, the paper aims to contribute to the ongoing debate about the benefits of using agile methodologies in project management and to highlight the need for further research in this area. Design/methodology/approach. This article is based on a comprehensive literature review of recent research and publications on team management and project management methodology. Research sources used include scientific journals, conference proceedings, books and online resources. The focus is on comparing and contrasting different approaches to team management across methodologies including Agile, Waterfall and Lean. The study also includes an analysis of empirical data collected during surveys conducted in Ukraine and other countries to determine the most effective team management practices for projects of various sizes and complexities. The research design used in this study is primarily qualitative as the focus is on exploring the theoretical aspects of team management through different management methodologies. However, research also includes a quantitative element, as the analysis of survey data involves the use of statistical methods to identify relationships between variables. Limitations of the study include the sample size of the survey participants and the geographical coverage of the study, which is mainly focused on Ukraine and other European countries. Особистий фінансовий консалтинг: світовий досвід та перспективи розвитку в Україні 141 Findings. The results of this study indicate that Agile methodologies are becoming increasingly popular in software development teams around the world. The study also found that the use of Agile methodologies is more prevalent in smaller teams compared to larger teams. This trend may be due to the fact that smaller teams are more flexible and can adapt more easily to the iterative and collaborative nature of Agile methods. However, the data also suggests that as the complexity of a project increases, the use of Agile methods becomes less prevalent, with more traditional methods such as Waterfall being used instead. In terms of team management, the study found that the use of Agile methodologies can lead to higher levels of team collaboration and communication, which can ultimately lead to more efficient and effective project outcomes. However, it is important to note that effective team management requires more than just the use of a particular methodology, and other factors such as leadership, communication skills, and team dynamics also play a crucial role. Overall, the findings suggest that Agile methodologies can be a powerful tool for software development teams, particularly in smaller teams and less complex projects, but that effective implementation and management are key to achieving success. Originality/value. The originality and value of this study lie in the comprehensive analysis and comparison of different management methodologies in the context of team management. The study presents new insights into the advantages and disadvantages of various approaches to team management and provides practical recommendations for organizations in Ukraine and other countries. Furthermore, the study contributes to the existing body of literature on team management by providing empirical evidence on the effectiveness of different management methodologies. The study also highlights the importance of considering the size and complexity of the project when choosing a management methodology. Overall, the findings of this study can provide valuable guidance for managers and organizations in selecting the most suitable team management methodology for their specific needs and circumstances. Practical implications. The results of this study have practical implications for project managers and team leaders who are responsible for managing teams in different countries with different project sizes and complexities. Research shows that using a specific methodology does not guarantee success in team management and that an individualized approach based on the specific needs of the team and project is more effective. Overall, the practical implications of this study can help project managers improve their team management skills and increase the likelihood of project success.

Efficient Project Management in Digital Oilfields (DOF) space usually focus in addressing the asset business challenges through clearly defined business objectives for the project implementation. One of the key reason why such digital oilfields project implementation fails is because most operating asset use the ‘conventional project management approach’ in dealing with digital oilfields implementation. The ‘Conventional Project Management’ approach rest the entire responsibility of managing the project on the Project Manager who is normally NOT a member of the business or asset. This Project Manager usually abandons this role of managing the implementation after ‘Go Live’ or on ‘completion’ of the project. The objective of this presentation is to identify the reasons why the ‘conventional project management framework’ fails and proffer a field-tested project management approach that ensures seamless embedment of the Digital Oilfields Transformation solutions. A field-tested approach is demonstrated through research work in a field where a Business Opportunity Manager (BOM) who is a member of the business (not from the project team) who actually anchored the implementation of digital oilfields solutions in an asset in Gulf of Guinea. The Business Opportunity Manager actually interfaces between the business and the project team right from inception of the project through into the handover of the project to the business thereby ensuring seamless embedment and sustainability of the realised solutions for continuous business improvement. Digital Oilfields (DOF) Transformation is a continuous business improvement initiative in project management. The results show significant business benefits from this option of using the Business Opportunity Manager from the business in delivering the solutions rather than the conventional project manager that takes overall management of the project and leaves on ‘completion’ of the project implementation. The gains or value proposition from the DOF implementation are sustained and continuously improved with solid embedment process. This result will serve as reference tool and assist Digital Transformation experts build a sustainable framework in similar project implementation and management, globally.

The article is devoted to the issues of combination of the most important components of the theory of sustainable development and the principles of project management. The current state of the problem has been analyzed, the lack of knowledge on the corresponding issues in national literature and practice has been indicated, the rare use of sustainable development elements in project management has been identified. The prerequisites for the involvement of sustainable development objectives in the components of project management have been examined. Achieving the defined purpose is possible through the implementation of projects that aim to take into account the interests of sustainable development, as well as through the implementation of other projects that include the objectives of sustainable development. Critical inconsistencies in methodological approaches to the accomplishment of the objectives of sustainable development and project management have been identified. Thus, a more profound specification of the project's priorities and objectives, as well as the elaboration of time scheduling and scope of work are needed. The objectives for minimization of the identified inconsistencies as well as for rationale for the principles of corporate social responsibility provision have been defined. The assessment of the current regulatory documents in the field of project management with the focus on the involvement of sustainable development objectives has been conducted. It is pointed out that the corresponding aspects are poorly elaborated in the most well-known regulatory documents, namely, Individual Competence Baselinet (ICB), International Project Management Association (IPMA), Project Management Body of Knowledge (PMBOK), Project Management Institute (PMI), A Guidebook of Project and Program Management for Enterprise Innovation (P2M), etc. Methodological approach to the integration of management decisions into the project management, the main components of which must be the integration of the regulations of PM into the main stages of SD, the broadening of time and geography of the project indicators, the identification of the correlations between the life-cycle of the project and product, as well as the expenses on the implementation of these projects and products and significant extension of the requirements of the project manager.

The purpose of this study was to assess the effect of resource management practices on the performance of livestock projects in Rwanda. The study was guided by the following specific objectives: To investigate the effect of resource planning to the performance of RDDP in Gicumbi District; to assess the effect of project implementation to the performance of RDDP in Gicumbi District; to find out the effect of resource monitoring and evaluation to the performance of RDDP in Gicumbi District and finally to determine the effect of mediating variables to the performance of RDDP in Gicumbi District. This study was carried out in Gicumbi District using descriptive survey design and targeting 648 population including RDDP implementers, beneficiaries and stakeholders. The sample size was calculated using Slovin’s formula. The study used 219 respondents who were selected purposively from RDDP’s beneficiaries, stakeholders and implementers. Data was collected using structured questionnaire, Kobo Toolbox software and interview. Coded filled sheets were used for extracting data from the returned questionnaires. The data was analyzed using SPSS and the findings showed that a number of factors affect the performance of livestock projects in Rwanda. A correlation matrix indicating the relationships among variables show that there are strong positive correlations with Project performance (0.785, 0.775 and 0.689) emphasizing the significance p-values (Sig. 2-tailed = .000) of effective Project resources planning, Project implementation and Project resources monitoring respectively. The correlation coefficient, represented by the value of R, is 0.864 for this model. This indicates a strong positive correlation between the combined effects of the predictors and the dependent variable. The coefficient of determination, denoted as R2, is 0.747 and Project resources planning, Project implementation, and Project resources monitoring exhibit coefficients of β1: 0.429, β2: 0.477, β3: 0.101 while Mediating variables have β4 of 0.184 and Significance levels (p<0.05) indicate strong positive effects on project performance. The regression analysis p-value of 0.000 (Sig.<0.05) indicates the significant effect of project resource planning, implementation, and monitoring, as well as the mediating variable, on project performance in Gicumbi District. This leads to confirming that there is a significant positive effect of project resource management on project performance.

The general objective of this study was to establish the influence of project management practices on implementation of donor funded water and sanitation projects in the Central Rift region, Kenya. The study specifically sought to establish the influence of stakeholder involvement, project team training, monitoring and evaluation and risk management on implementation of donor funded water and sanitation projects in the Central Rift region, Kenya. The study was anchored on four theories, namely; stakeholder theory, team theory, dynamic capabilities theory and the theory of resilience. For purposes of this study, a descriptive survey design was employed. The target population were all 160 project members comprising project managers, consultants, project implementation teams and task managers from donor agencies in 16 donor funded water and sanitation projects in the central rift region. Using statistical formulae, a sample of 62 elements was obtained. Purposive sampling was then used in targeting the said staff in each of the donor funded water and sanitation projects. This study used questionnaires in collecting data from the target group. Pilot-test was conducted to check the reliability of the instruments used for data collection. Data was analyzed using both descriptive and inferential statistics with the aid of the Statistical Package for Social Sciences (SPSS) version 25.0. The study revealed that when all the variables for project management practices, stakeholder involvement, project team training, project evaluation and risk management, were multi regressed against the dependent variable, project implementation, there was an observable model of good fit at 99.6% hence, a good predicator of project implementation if cumulatively practiced. The study further found that stakeholder involvement is a significant predicator (p=0.046<.05) of project implementation in donor funded water and sanitation projects in the Central Rift region, Kenya. Further, the study established that project team training is an insignificant positive predicator (p=0.800 >.05) of project implementation. Project evaluation is a significant predictor (p=0.024<.05) of project implementation and role risk management was found to be a significant predictor (p= 0.21 <05) project implementation. Regression analysis revealed that risk management variable (β = 7.633) has the greatest influence, followed by stakeholder engagement variable (β = 1.192) then followed by evaluation variable (β = 0.116) and lastly project team training variable (β = -0.672).Therefore, the study recommended that, project implementation teams for donor funded water and sanitation projects in Kenya should emphasize more on project risk management as it has the most significant influence on project implementation. The study recommends that the donors of the water projects should sustain, project team training, as much it does not significantly influence project implementation, but it contributes significantly to the overall model fit. The findings of this study will be significant to the government since it aims to stimulate economic growth through attaining value for money for funds sourced from donors. The study will also provide opportunities for project managers to identify key project management practices and how they influence implementation of donor funded water and sanitation projects.

Innovation is a key factor determining the competitiveness of modern high-tech enterprises. However, the implementation of innovative projects is often hindered by organizational, communication and resource-related barriers. This article examines the main challenges of innovation implementation using the case of a major Chinese high-tech company specializing in smartphones and consumer electronics. Using this company as an example, we identified challenges in implementing innovative projects at transnational companies in the context of digital transformation and provided recommendations for addressing them. Among the problems identified were the misalignment between global and local objectives, communication difficulties caused by language limitations, the cautious approach of local teams toward innovation budgets due to profit-oriented KPIs, and the limited flexibility of innovation processes resulting. To overcome these barriers, the authors propose a comprehensive approach. Priority is given to measures such as the implementation of flexible project management methodologies (Agile, Scrum), the creation of a unified digital platform for global and local teams, and the training of specialists with digital competencies in local regions.

The study, based on existing approaches to assessing the effectiveness of communication in educational projects, used a method to assess the effectiveness of communication of project stakeholders, the effectiveness of communication planning, the effectiveness of information dissemination, the effectiveness of managing project stakeholders' expectations and the effectiveness of implementation reports. The purpose of the work is to apply the method of evaluating the effectiveness of communication processes in educational and innovative research projects and to analyze the effectiveness of communication in the FKTBUM project. Research methods - project and program management methodologies; mechanisms of set theory, system and process analysis. The developed method of evaluating the effectiveness of communication processes in educational innovative research projects allows to evaluate the effectiveness of communication of project stakeholders, the effectiveness of communication planning, the effectiveness of information dissemination, the effectiveness of managing project stakeholders' expectations and the effectiveness of implementation reports. Thus, the results of the study were used to manage communications in the implementation of educational research innovative projects at the National Transport University in the implementation of the international project TEMPUS - "Fostering the Knowledge Triangle in Belarus, Ukraine and Moldova (FKTBUM) - Supporting the knowledge triangle in Belarus, Ukraine and Moldova" . The results of the project show that the efficiency of communication between NTU and international partners is 0.5 - 1.0, which characterizes the good result of the educational project after the communication process, between NTU and DerzhavtotransNDIproekt - 0.75, which corresponds to the level "given response / reaction to information received", Between NTU and the Ministry of Education and Science of Ukraine - 0.50, which corresponds to the level of " read the information". The results of the article can be implemented in the procedure of evaluating the effectiveness of communications in the formation of the required level of information exchange between stakeholders in the process of implementing innovative technologies in educational activities based on a value-oriented approach. Predictive assumptions about the development of the object of study - the development of a method of effective communication model in educational innovative research projects. KEY WORDS: PROJECT, PROJECT MANAGEMENT, STAKEHOLDERS, EDUCATIONAL INNOVATIVE SCIENTIFIC PROJECTS, COMMUNICATIONS.

The main principles of high-tech project management and the specifics of the teams involved in the implementation of such projects are considered. Challenges arising in high-tech project teams are identified. Possible approaches for minimizing management risks in the implementation of high-tech projects are analyzed, in particular, the paradigm of proactive value-oriented project management and the approach of a logical framework model are considered. Proactive management involves the use of models for predicting results and management decisions. Management decisions are classified based on the methods used to make them. Individual, consultative, group decisions are defined, as well as strategic, tactical and operational decisions based on the nature of the goal. The sequence of actions and errors regarding decision-making at the stage of diagnosing the situation when managing problems that arise during project management are formulated. The decision is considered as a product of management work, and its adoption as a process that leads to the appearance of this product. The effectiveness of proactive project management tools in identifying and working out options for solving unique problems that require a creative approach and creative search has been demonstrated. The special importance of building constant interaction of the project manager with various members of the project team is emphasized, which conditions the inclusion of the team in the project management process and includes solving project problems and tasks, planning, discussing interdependencies between tasks, monitoring, analysis of key indicators of project performance, risk management, etc. others A detailed analysis of the implementation of the technology adoption model as a research framework model, which is fully reflected by the P2M knowledge system, is provided. The constituent components of such a model are defined: perceived value (usefulness); ease of use of the innovation; intent and motivation of use; perceived risk. The approach of the logical framework model, which is a key approach used by many international organizations and donors when implementing projects, is considered. This approach is proposed as a tool that promotes the motivation of the process of analytical thinking in the project team, helps to structure and optimize information in the project, take into account problematic issues and related risks, identify weaknesses of the selected project implementation scenario, involve key specialists in the regular process of discussion and updating logical matrix of the project. An example of the practical use of a logical framework model by creating and analyzing a matrix of a logical framework model in a specific high-tech project on nuclear and radiation safety implemented with the financial support of the European Union is given.

PurposeBusiness process re-engineering (BPR) initiatives are complex endeavours which require many factors to ensure success. However, most studies focus on the organisational processes and improvement within the organisation itself and less on the project team and management dynamics. The study aimed to identify factors that enabled the completion of a BPR, in a technical firm, based on reflections on the project management style.Design/methodology/approachThe study entailed a descriptive and interpretive case study with reflections from project team members. Data were analysed using descriptive statistics and content analysis.FindingsFindings revealed that critical success factors for BPR in a technical firm include project leadership and sponsorship, organisational culture and attributes, team dynamics and the nature (activities), and duration of the process.Practical implicationsThe findings will benefit project managers in improving their competence and project success through reflective practice. The identified factors could be used in future projects of a similar nature and size to improve how organisations execute BPR projects.Originality/valueThe study used reflections to identify success factors for BPR in a technical firm.