AUTOMATED PROJECT MANAGEMENT SYSTEM IN TRANSPORT LOGISTICS

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.

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.

Importance. The scale of implementation of educational projects in the Russian Federation is growing. Various federal projects, roadmaps for the development of education, strategies and policies for shaping the future of education, etc. are being developed. The results of our own research on risk management of educational projects are compared with the essential features characterising the current state of risk management of educational projects. The aim of the research is to substantiate the essential features identified and formulated in the course of this study, reflecting the meanings and values of the process of risk management of educational projects Materials and Methods. Texts of scientific articles, documents of applications for the status of the republican innovation site, documents summarising the work experience of the contestants in the field of educational projects in the republican contest “Teacher of the Year of the UR”, documents regulating educational projects within the framework of the National Project “Education”, documents aimed at the development of pedagogical education and training of pedagogical staff, texts of educational programmes of higher education–bachelor’s, master’s, and postgraduate courses. The research has been carried out using the methods of content analysis, critical discourse, reflexive problematisation, comparison and synthesis. Results and Discussion. The semantic units of the construct “risk management of educational projects” are highlighted and classified, and the results of our own research on each semantic unit are collated with the actual state of risk management processes. The study demonstrates that the risk management of educational projects is changing, the expert community is including risk management as an integral element in its activities, while the institutionalisation of risk management of educational projects is in the stage of methodological development.Conclusion. The activity of the subject of the educational project already includes risk management, while the process is built on the conscious use of an interdisciplinary approach, requiring special training, including the subject's awareness of the norms, rules, and regularities of risk management.

Complexity, Maturity and Competency in the Project Risk Management Environment: A Relational Framework

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.

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.

Purpose: The coronavirus pandemic had a significant impact on project management, including the implementation of construction projects. Therefore, a study was conducted to determine what the impact of this situation was on various aspects of project planning, organisation and implementation. It also aimed to identify the key success factors in project management after COVID-19. Design/methodology/approach: 120 questionnaires were sent to managers directly involved in the project management industry, with particular emphasis on the construction sector. 100 were correctly completed and returned, corresponding to a response rate of 83.3%. Data analysis was carried out using SPSS software version 23. Conclusion: The survey of project management professionals found that delays caused by COVID-19 constraints were correlated with the cost and timeliness of projects. At the same time, key success factors such as adaptability and flexibility gained importance. Practical implications: The results obtained have an implementation significance due to the necessity of adapting traditional project management methods to the dynamically changing external environment, as revealed in the conclusions. The recommendations formulated can be a source of knowledge for construction companies and other entities operating in a dynamically changing business environment, as well as for other organisations. Originality/value: In the face of increasing uncertainty and risks caused by various factors (e.g. epidemics, military aggression, economic crisis, etc.), a flexible approach to project management can be a key success factor not only in the implementation of projects and the building of competitive advantages for companies, but also in the optimisation of public administration.

Monitoring and evaluation is a critical component of project design, execution, and management. Kenyan county administrations have been carrying out development projects since 2013, but the completion of some of the development projects has faced serious implementation challenges. This study analysed the monitoring and evaluation practices that influence the implementation of a project that is financed by funds from the government. The targeted population comprised 113 staff working in the selected five departments in Meru County Government that deal with projects at the sub-county level. A sample size of 92 staff participated in the study. Staff was selected using the proportionate stratified together with a simple random sampling technique, while all heads of department were purposively picked. A questionnaire was distributed to staff while HODs were interviewed. Piloting enabled checking the reliability and validity of instruments. The mean and standard deviation helped to summarise the collected data. The results indicated that project funding, competencies of a project manager, employee capacity building and community participation were empirically confirmed to have significant weight on the successful implementation of projects. The study noted that reliable revenue streams, standards, best practices, and a well-designed financial plan are essential for the successful implementation of projects. The study recommends the need for the county government to allocate sufficient funding at the project’s inception to facilitate the acquisition of requisite equipment and finance initial operational activities. The government departments at the county level should prioritise enhancing the project management skills of staff involved in projects. The finishing of the identified projects is indispensable; hence, the results will change the manner in which government-funded projects are implemented by the county government.

BackgroundLarge-scale, national eHealth services, such as the summary care record (SCR) and electronic prescriptions (e-prescriptions), have been implemented by project managers as Norwegian health authority initiatives. Few studies have been conducted on the large-scale implementation of eHealth services and the relationship between the implementers’ work and the use of the tools in healthcare practices. Hence, there was a need to determine the project work with a focus on changes in practice. This study explores the implementation of the SCR and e-prescriptions from the perspective of project managers; how does the implementation work by project managers relate to institutional practices in large-scale initiatives?MethodsTwenty-two semi-structured interviews were held with project managers in 2016 and 2018 and were recorded, transcribed, and coded according to the content. The analytical concepts of the “project” and “practice” were used to focus on tensions between the dimensions of time connecting historically established social practice and in situ actions.ResultsThe eHealth initiatives were demonstrated to have been implemented as a part of the national strategy and achieved through close collaboration with the Norwegian Directorate of eHealth (NDE). Tensions arose in relation to task-oriented actions during the implementation of the project and the daily management thereafter. Further, the work tasks of the project managers were related to the dissemination of the tools while, in practice, the tools were related to actual use by professionals. The implementation of several projects simultaneously created tensions between the implementation of a tool and a specific practice, as well as between tools.ConclusionThe objectives set out by the project managers in relation to their work should be viewed as temporary, whereas a long-term objective should apply to the use of the tools. Hence, the work of implementing eHealth initiatives might call for a renewed definition of the empirical object. Identifying factors that affect uptake, such as gaps between the intended use of an object and in situ actions or historically established activities, might expedite the future success of national eHealth initiatives. The social aspect of institutional practice has a direct bearing on the potential of a project to be implemented successfully.

The Russian-Ukrainian war has significantly complicated the global logistics. Military actions have severely disrupted transport routes, leading to supply chain disruptions and triggering economic sanctions that have impacted global supply chains. The aim of the research is to identify key factors influencing the resilience of EU and Ukrainian transport logistics during the Russian-Ukrainian war, along with governmental policies aimed at enhancing this resilience. The hypothesis posited in the article suggests that ensuring transport logistics resilience during wartime is impossible without intergovernmental coordination and cooperation in route planning, infrastructure modernization, financing, and regulatory adaptation. To achieve this research aim, a combination of general scientific and specific methods was employed: historical and logical approaches, statistical analysis and aggregation, and the logical method. The article identifies three main attributes that define transport logistics resilience: the ability to withstand shock impacts, adaptability to shock impacts, and the ability to recover after shock impacts. Key challenges in business in Ukraine due to damaged transport infrastructure and logistics have been highlighted. Measures to ensure transport logistics resilience in Ukraine during wartime include transparent logistics system architecture, alternative delivery routes, cooperation and building reliable partnerships, and measures for monitoring and evaluating system effectiveness. Factors influencing transport logistics resilience in Ukraine and the EU have been determined, including the efficiency of customs and border procedures, the quality of trade and transport infrastructure, ease of organizing international deliveries at competitive prices, competence and quality of logistics services, and the ability to track shipments and ensure timely delivery to destinations. A comprehensive approach is proposed, encompassing infrastructure, organiza­tional, technological, and economic measures to ensure transport logistics resilience.

Moreover, there is an increasing amount of literature covering specific geotechnical risk analysis and management topics. Examples of these are the difference between unsafe geotechnical certainty and safe geotechnical uncertainty (Barends, 2005), the role of the human factor in achieving geotechnical reliability (Bea, 2006), objective and subjective ways of geotechnical risk classification (Altabba et al., 2004), and contractual allocation of geotechnical risk (Essex, 2007).

The article defines the directions of project activity in the context of the interaction of progressive international entities, business, local authorities and one of the communities of the Zakarpattia region. Attention is focused on the development of initiative, self-organization of the population at the grassroots level, enhancing the prestige of territorial communities through the use of effective social tools. The purpose of the article is to identify regularities and determine the priority directi ons of development based on the assessment of project activities in the territorial community in the pre-war and war periods. The novelty is the generalization of transformational shifts in the territorial community thanks to the implementation of project activities. The article uses general scientific research methods: analysis, synthesis, comparison, generalization. The significance of the project activity in the border regions is substantiated primarily in the context of the development of cross-border cooperation, inter-municipal partnership, with the aim of improving the quality of life and common living conditions of the population, preserving the demographic and natural resource potential of nature conservation areas, in particular within the Kolochava territorial community. It was found that the development of project activities in the community with the possibility of creating new jobs, with the involvement of war veterans, individual entrepreneurs, IDPs, and youth becomes significant. The cohesion of the population through the implementation of social projects contributes to the growth of trust in local authorities, the strengthening of social integration and stress resistance in war conditions. Taking into account the transformational changes in the development of the community, a questionnaire was designed and an assessment of the project activity was carried out in terms of the possibilities of the priority areas of the territorial community’s development. The survey was conducted in late July — early August 2024, with 51 respondents having taken part in it. In the course of the survey, the problems toward which the project activities should be directed were identified, the foremost among them are: modernization of general education institutions, cleaning of water bodies, development of alternative energy sources. The role of international cooperation in the implementation of larger projects is considered. In particular, during the implementation of the project “World of Carpathian rosettes — measures to preserve the unique culture of the Carpathians”. Attention is focused on the significant role in the implementation of projects, especially in wartime conditions, of the community’s long-term cooperation with the Czech charity organization “PresHranice z.s.”.

The objective of the research is to improve project controlling in a chemical plant to projects completed on time delivery through the adaptation of the project control technique from Project Management Body of Knowledge (PMBOK) to improve project on time delivery, cost and quality. The technique involves the management of project time, cost, quality and risk to provide a higher level of project performance. The result shows that the percentage of projects completed on time increases from 41% in 2013 to 90% with acceptable cost in 2014. KEYWORD: Project Control; Plant Capacity Increase International Conference on Industrial Technology and Management Science (ITMS 2015) © 2015. The authors Published by Atlantis Press 491 2 RESEARCH METHODOLOGY 2.1 Project time management To improve on-time delivery of the project, project engineer or project manager has to follow the following steps. Step 1: Define the activities to identify the specific action to be performed to produce the project deliverables. Step 2: Sequence activities to identify and document relationship between the project activities. Step 3: Calculate activity resources for estimating the material type and quantity, human resource, and equipment or supplier required for each activity. Step 4: Estimate activity duration to approximate the number of work periods required to complete individual activities with estimated resources. Step 5: Develop schedule to analyze activity sequences, durations, resource requirement and schedule constraints to create the project schedule from starting date to project completion. Step 6: Control schedule to monitor the status of project to update progress and manage the change of the schedule base line. The review of project progress report is necessary to show the performance of each activity and the modification of schedule base on the change request to prevent project delay. 2.2 Project cost management The project cost and budget estimating to complete within approved budget can be done as follows. Step 1: Estimation costs to develop an approximation of the monetary resource for material, human resource, equipment and supplier required in each activity. Step 2: Determine budget to combine the estimated costs of individual activities or work package to establish an authorized cost base line. Step 3: Control costs by monitoring the status of project spending and compare with project progressive the change management to be control by authorized person to prevent cost spending over approved budget. 2.3 Project quality management The project quality management to meet with project requirement and specification can be done as follows. Step 1: Plan quality to identifying quality requirements and standard to project. Step 2: Perform quality assurance to audit the quality requirement and result from quality control measurement to ensure appropriate quality standard. Step 3: Perform quality control to monitoring and recording of executing the quality activities to access performance and recommend necessary changes. 2.4 Project risk management The project risk management to identify probability of event to impact to project completion to manage the risk to be process as follows: Step 1: plan risk management to define how to conduct risk management activities for the project, planning is important to provide sufficient resource and time for risk management activities Step 2: identify risks to determining which risk may affect the project and documenting their characteristics. Step 3: Perform qualitative risk analysis to prioritizing risks for future analysis or action by assessing and combining their relative probability or likelihood of occurrence and impact, the project team shall be identify risk level and reduce influence of bias. Step 4: Perform quantitative risk analysis is the process of numerically analyzing the effect of identified risks on overall project objectives Step 5: Plan risk responses to creating option and actions to enhance opportunities and to reduce threats to project objective, plan risk responses addresses the risks by their priorities inserting resources and activities into project budget, schedule and project management plan as needed. Step 6: Monitor and control risk to tracking each critical activity and measuring the risk process effectiveness throughout the project

Managing project risk in construction is becoming increasingly critical for ensuring that project objectives are met effectively. Due to the innate characteristics of small construction projects, they are prone to more risks as they face more challenges than the large ones. However, previous studies indicated that the Small and Medium Companies (SMCs) mainly contracting small projects did not attach adequate importance to Risk Management (RM) in small projects. This study investigates the implementation of RM in small construction projects in Nigeria in terms of barriers to its implementation and measures for overcoming them. A structured questionnaire was developed and used to collect data from construction managers. The data were analyzed using both descriptive and inferential statistics. The findings revealed that lack of knowledge and experience, tight schedules and cost of project are the major barriers to RM in Nigeria. It was seen that contractors bid for projects without RM implementation which in turn affects their profit margin. More so, the attitude of construction participants is another problem to risk management. Increases in understanding of the concept of RM by managers is viewed as the most effective measure for overcoming lack of implementation of RM in small projects in Nigeria.

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