11.3.1 Systems Engineers' Perceptions on the Adequacy of Project Management Methods for Systems Engineering Management

Supply chain integration (SCI) is crucial for the success of innovation projects led by focal firms in collaboration with customers and suppliers. However, prior research offers limited insights into how SCI configurations may vary according to project characteristics and project management (PM) methods. As alternatives to the traditional stage‐gate PM approach have emerged, SCI has become increasingly complex. Drawing on project complexity theory, we seek to understand how different SCI configurations and PM methods intersect in 15 cases of collaborative innovation projects across 11 multinational firms. Our findings reveal that projects with varying levels of supply, customization, and technological complexity require distinct arcs of integration, paired with appropriate PM methods. The implementation of these strategies hinges on the PM capabilities of the focal firm and its supply chain partners. This study contributes to the SCI literature by theorizing how different sources of project complexity shape choices regarding PM methods and the arcs of integration that focal firms adopt.

Currently, the dispersion and variety of both research and development (R&D) project management methods and their taxonomies pose difficulties in the selection of a management concept suitable for a particular type of R&D project. The paper attempts to assign a specified management concept to a given R&D project type. An in‐depth analysis of the literature was done, and dispersed information on the R&D project management were systemised and linked. More detailed classifications of R&D projects and agile project management (APM) methods were proposed. The paper as a result presents a new typology of R&D projects and a proposal of assignment of project management methods to individual types of R&D projects. Moreover, a case study of an R&D project is presented with outlining the major problems concerning its implementation, resulting, inter alia, from the selection of an inappropriate management concept made at the stage of project planning and application for funding. The authors also carried out an empirical research aimed at the confirmation of conclusions drawn from the relevant literature and the investigated case study. The main result of the paper is the assignment of different project management concepts to certain R&D project types as well as the distinction of two types of APM concepts. The final conclusion of the article is that most types of R&D projects, identified using the criterion of the degree of knowledge of their goals and methods of their implementation, should be managed by a customised concept of APM. It is, however, essential that one matches different types of Agile methods with different types of R&D project.

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.

This paper presents a bibliometric analysis of traditional Project Management methods, exploring key differences between traditional and agile approaches, the role of project managers, and leadership styles. It offers valuable insights into project management literature, using a systematic review process to gather data. Brazil emerges as a leading contributor to research on traditional project management, with a Brazilian journal being the primary publication source. The study highlights a lack of a single, dominant author in the field, instead revealing a wide range of contributors. One key finding is that agile project management focuses on flexibility and customer needs, while traditional methods emphasize detailed planning. The study's implications suggest that both researchers and practitioners can benefit from this analysis by making more informed decisions when selecting suitable project management methods, particularly in distinguishing between traditional and agile frameworks.

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.

Current practice in project management — an empirical study

Construction design projects are multi-disciplinary requiring input from several players including planners and design professionals. Project managers have developed techniques for planning, organizing, monitoring, and optimizing complex design projects. The Critical Path Method (CPM) is traditionally the most commonly used to address these issues. Various techniques have been added to CPM like splitting the activities to optimize projects duration. However, the CPM approach is based on workflow and is not effective in handling iterations, which is a characteristic of design projects. Also, while CPM can effectively handle sequential and parallel activities, it cannot handle coupled activities. The Design Structure Matrix (DSM) approach represents information flows in addition to workflows in a project. The DSM method can handle sequential, parallel, in addition to coupled activities. The study reported here involves the application of DSM for design projects, and describes an algorithm to optimize planning of design processes. Using DSM and through finding critical activities, management focuses on the essential information transfer requirements in the project, thereby minimizing rework, and improving throughput and design quality.

The main objective of the article was to show the relationship between the selection of appropriate economic indicators, correlating them with the appropriate project methods used in process management, and on the basis of this to show ways to improve management processes in this method. Presentation of economic resources, indicator dependencies and management tools in the project method was necessary to achieve the goal. The paper presents the authors' views on the essence of tool selection in the design method taking into account resources and economic aspects. The VUCA environment is also considered and characterized and described. The use of two methods adapted to project management has been proposed. The selection of these methods used in project management based on the analysis of economic resources, vibrating environment and the speed of response and planning in the company was justified. In the following article, the authors also proposed a selection of economic indicators on the basis of which it is possible to determine the degree of advancement of the project, its profitability and to indicate the critical points and places where delays may occur or the original plan may be exceeded. The indicators were selected in such a way as to be a representative group of comparisons in the field of economics, in the macro and micro environment, in the social field, in the resource field of the company and to show the economic aspect of these activities. By matching appropriate methods of project management with appropriate economic indicators, a model of economic-management relations was obtained, which used in management streamlines decision-making processes in the company and improves its effectiveness, profitability and resource efficiency.

Project management standards and tools are prevalent measures for supporting project execution. As these standards are often industry specific, they do not facilitate cross-industry and cross-organisational collaboration. We pursue an action research approach to compare project management practices and standards in new product development and to identify potential synergies in process and project management. We choose the automotive, aerospace and rail transport industry as they have a high project orientation and their success is strongly dependent on innovation. Our findings reveal differences between the industries in terms of project management standards and methods, the maturity of project management, and the general orientation towards projects. On this basis, we identify best practices and areas for improvement in project management on inter-industry and intra-industry level.

The article studies the current economic conditions of functioning of enterprises, which require the latter to switch to new models in project management, finance and the involvement of modern information technologies and the latest tools for organizing their business processes. Such changes in the economic environment are inextricably linked with the processes of digitalization and digital transformation. Managers and managers of enterprises that make decisions on financial project management rely on their own professionalism, knowledge of marketing, critical thinking skills, experience and subjective awareness of the generalized presentation of information, in particular regarding the results of project management. The article considers that each enterprise operating in a modern competitive environment seeks to constantly improve productivity and effective project management. Of particular importance for the effective functioning of enterprises in difficult economic conditions of market regression, in conditions of macroeconomic instability, increased competition, is the ability of management to effectively manage projects, choose and use the most profitable tools and methods of project management, especially in the conditions of the development of the cryptocurrency market, blockchain, crowdfunding startups and finance. It is proved that, financial management of projects in accordance with inter-national standards, should be considered in three functional levels. This level is called in the economic environment «project triangle». The article analyses that any project management at enterprises requires a financially sound plan that describes how everything will turn out, how they will be built and what result should be obtained at the output.

One of the main challenges of management in today's era, is to adjust organizations to the speed of changes in the business world. Rapid changes in technologies and working tools, continuous changes in market conditions, unpredictable fluctuations in prices, continuous changes in customers' tastes, etc. are factors that make decision-making and management difficult for organization managers. In such a situation, the delay in the implementation and delay in the exploitation of any of the organization's business goals can lead to the loss or serious reduction of the organization's expected benefits from this business goal. One of the issues in project-oriented organizations is that the planning of each project may include thousands or tens of thousands of activities, each activity contains different information in terms of physical, time and financial progress; Therefore, one of the new methods of project management is the use of intranet, extranet and internet environments in project management. This research examines new methods of project management based on web environments. The results of the research show that in the project management process, using the web environment, project and non-project processes of organizations and companies can be organized. It also controlled the management of teams and teamwork well.

The importance of project management in education has become increasingly evident in our evolving technology-ridden lives. Educators are required to manage complex projects involving multiple stakeholders, resources, and deadlines. These requirements make project management methods of particular interest to educators looking for practical tools. Using project management principles, educators can effectively teach and improve their students' learning outcomes. Project management gives students valuable skills, allowing them to succeed personally and professionally. This merger can contribute to the long-term success of students and the marriage of project management fundamentals, methods, and practices with academics.

This paper explores the interest and the possibility to join system design and project management methods and tools. Our motivation is to prevent the obvious incompatibilities between technical objectives and socio-economical requirements in the enterprise. What we recommend is to work on a generic unique model based on the classical top down design steps, to which costs models and non-functional requirements are associated. Project management thus appears as an activity of diagnosis and optimisation, allowing to choose certain realisations between the different possible scenarios and to optimise the management by an allocation of tolerances, which is calculated for each supplier on the base of a global objective. This analysis concludes on the interest of two complementary tools; the evolutionary algorithms to arbitrate the scenarios, and the Monte-Carlo methods for the allocation of tolerances.

The paper is dedicated to the methods of complex projects' management, and mainly is based on the paradigm of system analysis. Among others the following methods are proposed to use in complex projects' management system: methods and models based on structural (target-oriented) approach; methods of project management; methods and models based on the personnel approach; methods of organizing complex expertise, etc. The example of a project management system composition based upon the project of development a software complex is given.

Performance of planned activities not always leads to the achievement of planned results in innovation projects with a high degree of uncertainty. Management of such specific projects requires the usage of specific methods and processes. It is necessary to develop own stochastic process methods rather than use classical methods of deterministic management. The main peculiarity of stochastic processes of projects consists in the inability to carry out more than one experiment. Implementation of a project is a stochastic process, which is carried out only once. For the purposes of the research, stochastic project management is the process of organisation, planning and control over projects, in which the decisions and actions of managers are described by stochastic functions. If the project realisation is described by stochastic processes, the project management process is indeed described by stochastic processes. This research suggests a project management approach based on the focus on the project product and project management as stochastic processes based on stochastic functions. It is demonstrated that stochastic function values, which underlie the stochastic processes, are formed by the intellectual instruments of those involved in the project and are developed on the basis of their knowledge and skills. The latter, in turn, are the result of studying and practical work on the project. Therefore, it is difficult to predict decisions and actions of managers and contractors, even if internal and external influences on them are specified. Then, any decisions or actions of such persons with regard to the external observer are described by stochastic functions. The purpose of this study is to describe the processes of stochastic project management. The purpose of the study is the project management process. The subject of research is the methods of stochastic project management. Within the framework of the study, all groups of processes of stochastic control will be mathematically described and the conditions of their impact determined. The processes of stochastic project management are outlined and formally presented. These are the processes of project management organisation, the processes of project management support, processes of project content definition, processes of defining the resources, required for the project works, processes of project planning, processes of influence on contractors of actions (works).