ТЕХНОЛОГІЇ ТА МЕТОДОЛОГІЇ УПРАВЛІННЯ ПРОЄКТАМИ

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.

Agile project management approaches have gained tremendous popularity over the last two decades for managing supply chains. However, there is an ongoing debate as to which approach, the agile or the traditional approach, yields successful supply chains. Agile project management has gained popularity by infusing adaptability, collaboration, and continuous improvement in the supply chains. Agile project management has the advantages of adapting to changing business requirements, utilizing resources efficiently, and creating a constant improvement culture. It is capable of yielding overall success for the project and achieves faster time to market. It also infuses better transparency than traditional project management techniques, as the latter is criticized for being rigid and having minimal stakeholder interaction. The paper discusses the emergence of diverse project management techniques. It highlights the limitations of the traditional waterfall technique and also discusses the advantages of the emergence of agile techniques. It covers in detail the different agile project management techniques in supply chains such as Kanban, Scrumban and Crystal Techniques, Extreme Programming, Scrum, etc. In conclusion, agile project management supports supply chains through its data-integrated approaches.

The study investigates the importance of project management tools and techniques (PMTTs) in the success of information communication technology (ICT) projects in the Department of Social Development (DSD) in South Africa. It identifies the challenges of using PMTTs in ICT projects and suggests ways to effectively incorporate PMTTs in ICT project success. The non-probability purposive sampling method was used to identify 16 officials and stakeholders in ICT project management, whose responses to were thematically analysed. The study found that the most-used PMTTs for delivering ICT projects were the Agile project management methodology, collaboration tools like email systems and the Microsoft Teams platform, work breakdown structures, project dashboards, the Waterfall model, the Scrum framework, and cost-benefit analysis. Using PMTTs in project execution has many benefits, including increased project success probability, enhanced project predictability, boosted stakeholder confidence, heightened efficiency, improved communication, and the formalisation of the project methodology. The study identified a range of implementation challenges, including a lack of enforcement or inadequate implementation of the tools, a dearth of general expertise in the usage of specialised tools, misalignment of departmental and ICT strategies, lack of stakeholder participation, non-adherence to project governance, lack of continued training, inconsistencies with reporting, resource incapacitation, poor planning, and changes in scope by business users. To bolster PMTTs’ capacity to drive ICT projects in the DSD, the study recommends enforcing the use of all PMTTs, recruiting and retaining talent, involving all stakeholders, providing advanced training to all users (including management and not just ICT officials), and strengthening ICT governance.

Project management plays an important role in the competitive scenario, and achieved in the 1990s the status of methodology (Carvalho & Rabechini, Jr., 2005). Nowadays, there are more than 100,000 practitioners that earned the Project Management Professional (PMP®) certification from the Project Management Institute (PMI). This indicator highlights the increasing interest in project management area, especially in the IT companies, which are one of the top five industries in PMI’s membership numbers (PMI, 2005). The widely spread framework proposed by PMI called Project Management Body of Knowledge (PMBoK), now in the third edition (PMBoK, 1996, 2000, 2004), has been adopted by several kinds of project-driven organization (PMI, 2004). PMBoK clusters the main project management best practices in nine key areas. Nevertheless, a research carried out by Standish Group (2003) showed high failure level in IT project in North America. The research involved about 13.522 projects, of which only 34% can be considered a success. The main causes for IT projects failure were related to user’s commitment, manager support and requirement definition. It is important to emphasize that, regarding the project success measure in historical perspective, the success rate improved if compared to the first similar research carried out in 1999, which was just 16%. Based on this scenario, this chapter presents the main organizational project management models in order to help companies to upgrade project performance.

Purpose Project management techniques for digital initiatives must shift with the transformation of content from analog to digital, from singular projects to mass-digitization and large-scale digital preservation. How are project management methods employed across digital practices, from digitization, to online access, to preservation? How can project management methods evolve to create a collaborative workflow across collection and service areas of librarianship, centered on digital stewardship? Methodology/approach Solutions for these questions are illustrated in an explanation of the workflows implemented at the University of Maryland, College Park Libraries and reflected upon in a case study of a recent digital initiative. Findings Centered on the efforts of two departments in the Libraries’ Digital Systems and Stewardship division, this chapter outlines the origins, techniques, and integration of digital project management with a focus on Waterfall and Agile project management. Furthermore, the integration and transition of project management methodologies and tools between groups is emphasized, mirroring the transformation of analog media to digital formats and the requisite shifts in thinking such projects require. Originality/value These case studies are based on research across the profession and implementation at the University of Maryland, College Park Libraries. The local application of two established project management techniques, Waterfall and Agile, are summarized and compared. Though regularly employed in application development, applying Agile project management in libraries is a relatively new practice and has not been widely documented in library literature.

One of the factors in achieving project success is influenced by the role of a project manager. Project managers (PM) as project leaders are required to have and fulfill the competencies needed to ensure the realization of project management, so that the project is said to be successful. The competency of a project manager according to the Guide to the Project Management Body of Knowledge (PMBOK® Guide) Sixth Edition (2017) can be measured by three aspects known as The PMI Talent Triangle which consists of Technical Project Management, Leadership Skills, and Strategic and Business Management. This research aims to identify the competence of a project manager whose dominant influence on the success of the project and determine the magnitude of the effect of the application of project manager competencies on the success of construction project. Data were collected through a survey using a questionnaire which was distributed to a total of 30 respondents who are employees of the project. Data analysis was performed by multivariate regression analysis. From the results of the analysis, the regression coefficient values for the Technical Project Management, Leadership Skill and Strategic and Business Management variables were 0.423, 0.097, and 0.437. From the results of the coefficient of determination test, it was found that the influence of project manager competencies on the success of building construction projects was 44%. Keywords: Competency, Construction, Project Manager, Success.

Introduction One of the challenges faced by students that are involved in the acquisition of an academic degree, as Higher Education or a PhD., are related to the difficulties of development of a Academic Research Project. Such challenges are surrounded by incorrect determination of the research scope and complexity, the erroneous estimatives for the research conclusion (or even the time demand due to problems occurring during the research development) or even finishing with poor quality as something that were not expected by the advisor and other evaluators. These elements culminates in the application of Project Management Theory that is being studied by institutions such as the Project Management Institute--PMI (PMSURVEY.ORG, 2010) over the years and which aims to improve the process of project development in general, including academic projects aimed at scientific research in the university accordingly to MUSTARO & ROSSI, 2013. PMI is responsible for developing guidelines for project management as defined on the Project Management Body of Knowledge--PMBoK (PMI, 2008). From the presented scenario, the general objective of this paper is to establish link between academic research projects with the Project Management Theory. As specific objectives, this paper considers: 1) present the types of academic research projects that can be treated according to the precepts of the project, 2) provide project management theoretical foundations, and 3) present part of the process groups of PMBoK (Project Management Body of Knowledge), a framework widely used in over a hundred countries, linking these process groups to the academic research projects. To develop the proposed objectives and present the research results this paper is organized as follows: initially is described the Project Management Principles, then the processes involved in Initiating and Planning Process Groups are detailed based on PMBoK as well their relation with Academic Research Project. For each process group, their relation with the Knowledge Areas from PMBoK are detailed, and specific templates, as an Academic Research Project Plan Template, are presented. Finally, the conclusions are related and future works are suggested. Project Management Principles It is considered that the man have been using actions that turns to practices of project management since long time ago. It is also considered that some important monuments created throughout the history of modern man were built under the precepts of project management although these were not formalized at the time. Valle et al. (2010) show historical analyses that consider the concept of project management can be older than it looks. According to the authors, the construction of the pyramids of Egypt, the Great Wall of China and the Coliseum in Rome represent examples of man's efforts that must have been regimented by principles of project management. In the contemporary era is verified, as Valle et al. (2010), that several works were done under management of big monetary amounts and the work force of thousands of workers, which generated the need to implement project management practices. According to the authors, Taylor (1911) was a pioneer in the science of Project Management and Gantt (1919) was another student of these sciences. Both contributed greatly to the practices of modern project management. Although great events of the past suggested the theories of project management, it was only in the early twentieth century that the theories, methodologies and frameworks aimed at project management were in fact established. A timeline, according to Carvalho & Rabechini Jr. (2011), present great landmarks of project management from the twentieth century. This is able to present the evolution of project management practices and represents milestones in this setting, as shown in Table 1. In general, project management practices bring many benefits. …

A major challenge in Information Systems and Information Technology is to improve the ability to conceptualize, design, develop and deliver information systems that meet customer requirements. Project management is often adopted to create solutions that work and meet customer needs. The principles of project management as defined by the Project Management Institute, can improve project success rates. Researchers in the project management need to help practitioners understanding the impact of different principles on the success of IS development. This study undertakes a survey of project management experts on the state of practice and research to examine the need for improving project management, and suggest areas that can be improved. Research may be the most effective means of defining opportunities for enhancing project success rates by tapping the wealth of literature and complementing it with the expertise of project management practitioners. INTRODUCTION Software development applications require frequent changes and updates in order to support enterprise systems. These frequent changes to IS/IT comprise a large volume of software development efforts. These efforts, undertaken as projects, are generally complex and take place in a dynamic environment where business conditions and technologies change frequently during the life of the project (Chen, et. al., 2004). The factors of project success include user involvement and project size, management and planning (Schmidt, et al., 2001). A fully operational project management system in enterprise offers the best opportunity for project success through the implementation of methods and tools for planning, organizing, and managing team-based activities to accomplish specific directives (Jurison, 1999). Project management is widely adopted in Corporate America embraces project management to implement system changes (Muriithi & Crawford, 2003; Park & Pena-Mora, 2003; Yilmaz & Phillips, 2007), which are even considered as too significant to outsource (Fish & Seydel, 2006) or having high risk of leading to undesirable consequences (Wei & Peach, 2006). However, many projects fail, even when performed using project management techniques. Such project failure reduces the capability of technology components. The 2004 Chaos report by the Standish Group found that only 28% of IT projects were successful, down from 34% in earlier report; The proportion of IT projects canceled before completion increased to 18% (from 15%), and a further 51% of IT projects were considered challenged as they are seriously late, over budget and missing expected features (The Standish Group, 2004; The Standish Group, 2007). Possible causes for these findings are the size and expense of large projects, a return to traditional development practices on large projects (Boddy, 1993), the absence of user involvement (Turner & Cochrane, 1993; Akbulut & Motwani, 2005), and lack of executive support (Munns & Bjeirmi, 1996). Thus, scope management is regarded as a key area of successful project management in practice (Hayes, 2004). Although some project failures are because of technical reasons, most are directly related to the failure of stakeholders to embrace the principles of good project management (Jurison, 1999). As part of the project management process, project teams must understand the standards to which their projects are being held in order to ensure that project performance is emphasized appropriately (Crawford, 2005). The Field Guide to Project Management (Cleland, 2004) suggests that project management should be an easy sell to organizations because it enhances business performance and increases revenue. An organization can manage project effectively by identifying its goals in applying project management principles (Aladwani, 2002). For most organizations, these goals are to apply a proven practice, optimize resources, serve customer needs and save time and money (Turner & Cochrane, 1993). …

This chapter reviews and provides examples of elements and techniques of project management. In the good old days, when conception to completion was a few months, the process of project management was relatively informal. However, with the increasing complexity and cost of projects, many routinely costing millions and some costing billions, the process has become more formalized. This chapter discusses the roles of the client, the sponsor, the leader, the manager and the team member. In addition, the three key parameters of project management, quality, cost and schedule, are defined and discussed. Finally, various project management methodologies and tools, such as work breakdown structures, Gantt charts and milestones, are presented.

Delays and disruption are a common issue in both community and personal building programs The problem exists all throughout the world, but it is particularly prevalent in Iraq, where millions of dollars are squandered each time as a outcome. Delays and interruptions may have serious consequences not just for Iraq's construction plans, but also for the country's economic and social status. While numerous studies have been conducted to investigate the factors driving delays and disruption in Iraqi construction projects, slight consideration has been given to by what means project management implements and approaches have affected the occurrence of project delays and disruption. After analyzing the crucial reasons for delays and instability in public and private construction projects in Iraq, this paper aims to improve the recording and recommendations using Project Supervision concepts. A thorough investigation was conducted to identify the critical factors that are causing delays and disruptions in construction projects in Iraq's public and private sectors and present project management application procedures in order to establish recommendations to successfully reduce work disruptions and instability in Iraq This paper identifies the top crucial factors contributing to construction project delays and disruptions in Iraq. It further identifies project management Tools and techniques that, when used appropriately, have the potential to address the major causes of delays and interruptions. Following that, a new set of guidelines for applying Project Management methodologies and strategies to address the identified delay and disruption issues is provided, with the objective of aiding practitioners in minimizing the possibility for construction delays and interruption in Iraqi projects.

The high demand for innovative products has been treated as a challenge for the adoption of traditional project management (PM) practices and methods, specially those ones developed in turbulent and complex business environments. Recently, an alternative approach to deal with these challenges emerged. This approach, entitled Agile Project Management (APM), firstly applied in the software development area, is based on a set of principles which has the purpose to keep the management process as simple as possible, becoming more flexible and self-manageable. By focusing on continuous learning using constant iterations and rapid value deliverable driven, APM aims to improve the results for clients in face of turbulent business environment. However, there is lack on the literature regarding APM principles application in new product development (NPD) projects. The aim of this research is to investigate this issue and the practical application of those principles to NPD projects, developed under turbulent and innovative business environments. To achieve this goal the following strategy was adopted: develop, implement and evaluate a method for planning and controlling scope and time. It was based on a set of principles extracted from the APM literature. The method developed was entitled IVPM2 (Iterative and Visual Project Management Method) and its creation comprised an extensive literature review combined with a pure action-research methodology carried out in two small technology-based companies from the So Carlos Technological Pole. The companies were called "Company A" and "Company B", and the IVPM2 development, implementation and evaluation activities occurred simultaneously in both companies, considering two distinct scenarios. In the "company A" the IVPM2 was implemented in a single long term project, with a high level of complexity and innovation. In the "company B" the IVPM2 was implemented in more than one project (a total of 7 projects) with less complexity and innovation aspects. In order to evaluate the IVPM2 adherence and contribution to project management a statistic descriptive approach was applied using qualitative and quantitative data. The data was collected by questionnaire, interviews and document analysis. The main purpose of this evaluation was to respond the central research problem and the specific research questions. The central research problem was described as: Is it possible to apply APM principles for planning and controlling innovative product projects? Consequently, the specific research questions considered after the method implementation were: RQ1) Did IVPM2 adhere to APM principles? RQ2) Did IVPM2 contribute to enhance project management process in the companies under study? The results showed many evidences of the presence of APM principles in the IVPM2 as stated in the literature. Moreover, the IVPM2 was capable to enhance many aspects of project management process of new product development in both companies studied. It also contributed to improve other aspects not directly addressed in the current research. Finally, the evidences collected during the research have indicated many benefits by combining principles from APM approach with traditional PM techniques and a PM software to support project management. This result is important to consider the applicability and viability of APM principles application to NPD projects in turbulent, innovative and complex business environments. Finally, this study has presented many indications of the need to explore this theme and improve the analysis and the IVPM2 components in order to implement them in different companies and project contexts.

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 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.

Effective management of development projects is crucial to delivering high‐quality software within time and budget constraints. However, organizing geographically distributed software development activities presents unique challenges, including difficulties in face‐to‐face interaction and coordination. To assist the global software development community in updating and developing new project management techniques, identifying and prioritizing best practices is essential. This study aims to develop a taxonomy based on the prioritization of management practices for software development, drawing from empirical data. Fifty‐five best practices associated with the Project Management Body of Knowledge (PMBOK) fields were identified from the existing literature. The study also empirically examines the acceptability and relevance of these practices within the industry. An analytic hierarchy process within a fuzzy system is employed to prioritize these practices based on their importance in managing global software development.

According to the International Project Management Association (IPMA), the widespread use of modern project management technologies can save approximately 20-30% of time and about 15-20% of budget funds [1]. Global challenges, world trends, and internal demands compel governments to study and adopt each other's experiences, considering national characteristics. Migration processes and the outflow of professional personnel contribute to competition between neighboring countries, which strive to offer better and more flexible working conditions to attract talent. Project management tools and methodologies are valuable resources for enhancing the efficiency of civil servants. These tools help in planning, monitoring, and controlling projects to meet objectives within time, cost, and quality parameters [2].However, the civil service today remains quite bureaucratic in this respect. Project management is primarily used to implement national projects, and professionals are often contracted only to address urgent and complex problems. There is frequently a lack of knowledge transfer and preservation of institutional memory. Moreover, hiring highly paid specialists on a continual basis contradicts the project management principle of budget discipline.Public sector projects often face unique challenges such as bureaucratic hurdles, corruption, and complex stakeholder management. Effective project management can help mitigate these issues by ensuring transparency, accountability, and efficient use of resources [3, 4]. However, modern scientific research in this area often highlights several obstacles to the effective implementation of the project approach within executive authorities. In international studies, the importance of thorough planning, a clear understanding of the process matrix, and the involvement of stakeholders in project management is emphasized [5]. This, in turn, is closely linked to personnel issues [6]. The challenges of implementing project management in government agencies stem from bureaucratic regulations, insufficient flexibility, and resistance to change from specialists. Therefore, this topic is of significant interest for its potential impact on our country. Project management in the public administration system has been understudied in the post-Soviet space. Since 2016-2017, there has been an increase in publications on project management in these countries, although contract service remains an insufficiently explored issue. The relevance, novelty, and practical significance of this topic have underscored the necessity of conducting this study.