Research Using New Technologies: Software and Web-Based Tools for Analysis, Communication and Project Management

Project management is never easy, but an abundance of sophisticated Project Management (PM) software tools have certainly made the job of project managers easier than it was in the recent past. Project management software can manage, schedule, and monitor tasks, resources, and costs. However, with the plethora of features, the selection of the “right” features for inclusion in project management software becomes a dilemma for developers and vendors.This study provides a methodology for selecting the most profitable features for project management. Developers can include these features in contemplated future PM product lines. Filtered task lists and links to mainframe packages are the highest ranked profitable PM features. In contrast, On-line help is the lowest ranked among PM features.It is important to discover which features contribute the most to the segment margin. It reflects the profitability to the vendor and should guide the product designer. If the PM software contains these highest margin features, then most likely, it would command the highest possible profits.

Small and medium-sized enterprises (SMEs) are increasingly dealing with international projects and distributed (sometimes even virtual) teams. Consequently, they are looking for project management (PM) tools which fit their respective needs regarding communication and collaboration. Unfortunately, the majority of the PM software available in the market seems to be oversized for this purpose. Instead most project managers are requesting smart solutions that allow quick implementation without any significant organisational or technical change.
 Within the research project InterComp SME 2.0 we combine theoretical research and real business to develop hands-on solutions for SMEs. This paper describes an effective approach for a â??PM Toolboxâ? that allows finding the right project tool for a specific project need. The toolbox has been developed in due consideration of user stories gained from business practice, a more detailed SME business survey, a theoretical PM meta model and a market of PM tools.
 Since the business survey revealed that the readiness to use and test a â??toolboxâ? is highly dependent on the type of user and his or her technical background, we designed the system based on use cases and user typology. As a result, we suggest a framework of open, freely available, easy-to-install, single and multi purpose PM software tools which can be selected solely on a need basis. With this free platform we want to guide practitioners through the tool jungle with the potential to grow into a lively community.

ProTrack is an acronym for Project Tracking, which is a synonym for project control. It has been developed as an integrated project management and control software tool based on research done at the Operations Research and Scheduling (OR&S) research group of Ghent University. The integration between baseline scheduling and risk analysis to facilitate and improve project control lies at the heart of ProTrack. The integrated project management and control theme of this book has been largely inspired by numerous research and consultancy projects that have finally resulted in the development of the first ProTrack version.KeywordsProTrackBaseline ScheduleIntegrated Project ManagementProject Control MethodsSchedule Risk Analysis (SRA)These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Current practice in project management — an empirical study

The article analyzes modern cloud document management systems and communication tools from the viewpoint of a EU project managers, who lead multidisciplinary, multilingual and international teams. It also explores the types of users who use these tools as well as the motivation factors guiding their choices. The research includes observation within the project group, interviews and semi-structured surveys among 40 EU project managers, who have managed 244 EU projects. The main finding is that a lot of project managers still don't use shared, cloud document system. The biggest obstacle to more efficient usage of existing systems is their un-friendliness, security concerns and lack of skills. Meetings are still perceived as the most efficient channel for distributing and receiving project tasks, but they are closely followed by communication software. Applying the authors' findings to the project management practice can lead to better communication and shared document storage management, which can influence overall effectiveness of project management.

The task of managing a software project can be an extremely complex one, drawing on many personal, team, and organizational resources. The quality of a software product is dependent on the process in which the project is completed. Time delays in software development project and low productivity tend to fall right to the bottom line. Recently, the evolution of project management tools for both software and non-software applications has been accelerating at a rapid pace, and the number of available products have grown significantly. There are many project management tools and software being developed everyday to help managers to automate the administration of individual projects or groups of projects during their life-cycle. This article presents a short comparison of popular software project management tools.

As the success rate of international development projects might be still below expectations, several studies have explored whether and how the use of project management (PM) tools might improve internal and external project performance. This article looks specifically at four selected Central and Eastern European countries and evaluates a newly collected data set. Based on a survey, the study examines the adoption of PM tools among project managers in the region. Furthermore, with the use of cluster analysis, it suggests that the tools are adopted progressively in four stages that differ culturally from other international studies. Last but not least, using structural equation modelling, the research indicates that among the surveyed project managers, the use of stage 1 tools might directly contribute to the improvement of internal project results and that these internal results might then have a positive impact also on the external project performance.

As project management (PM) and information technology (IT) evolved over the last decades, an increasing number of project management software products have emerged. Project managers in IT consulting can improve the success of projects through the utilization of such software. However, the diversity of software available cannot sensibly be grasped by a single individual. Based on this context, the study aims to examine the key considerations in the selectionof project management software in IT consulting from the project managers’ perspective. A literature review identifies key aspects of IT consulting projects that may be relevant to the software selection. No evidence was found that provided a view on the process of the selection of PM software in IT consulting itself. The review also unveils the lack of common terminology in regard to PM software. The study addresses these gaps by utilizing interpretative phenomenological analysis (IPA) to understand the experiences made by project managers. To gather data, 17 semistructured interviews were conducted with experienced project managers. Thematic analysis was used to develop an understanding of the process employed by project managers in the software selection and the considerations they make along the way. The findings were synthesized to create a process guide, supported by a checklist and the working definition of key terminology. This study adds a broader perspective to the field of PM software through the application of qualitative methodology in an otherwise quantitatively dominated field of research. It addresses the lack of existing knowledge on the perspective of the project manager in the selection process through the generation of a 6-staged process guide. The detailed considerations of project managers were compiled into a checklist of selection criteria. These two also contribute to practice by providing a structured approach to PM selection for practitioners. The third output is a working definition of project management software as used in practice, which simplifies an exchange of knowledge between theory and practice.

The article examines the principles of effective formation of a project management system at an enterprise. In the modern environment, project management standards and management information systems are the principles of effective formation of a project management system. The content of the category «project management system» is determined: as a direct means of project management; as software for project management. An analysis of recent research and publications on the topic is carried out, which clarifies the ambiguity of theoretical provisions and applied aspects of project management systems. It is determined that project management is a business philosophy combined with special knowledge, methods and management tools. The essence of PMBoK is noted as a project management standard with 9 functions, the approaches of which reflect the classical theory, the place of other methodologies that ensure the flexibility of project management is indicated. The place of individual methodologies in project management practice is described, five main reasons for project failures are highlighted (according to PMI research) and these reasons are compared with the project management methodology, which is emphasized from the perspective of implementing management standards. A brief description of the Agile and Scrum methodologies is given, their features and significance for certain types of projects are given, and the areas of management to which their specifics correspond are revealed. The essence of IT project management systems is highlighted, their impact on the efficiency of project activities is noted, a brief description of the Jira and Worksection systems is given, and their main components and elements are revealed. Modern requirements for the formation of a project management system at an enterprise are determined, in particular the ability to develop and self-improve. The transition to the principles of a circular economy is identified as a promising direction, a system of fundamental principles for the transition of project activities is given, and the prospective advantages for the future of such a transition are described. The achievements of the formation of a project management system based on the principles of a circular economy were noted. Based on the results of the study, conclusions were drawn regarding the directions of effective formation of a project management system, according to the type of projects and market advantage factors, which will ensure maximum efficiency in planning and coordinating project implementation, interaction with key participants and the project team, optimization of project resources and maximization of project benefits.

One goal of the PM-AIM is to provide US Army Project Managers (PMs) and Project Executive Officers (PEOs) with a fundamental microcomputing resource to help perform acquisition information management and its concomitant reporting requirements. Providing key application software represents one means of accomplishing this goal. This workstation would furnish a broad range of capabilities needed in the PM and PEO office settings as well as software tools for specific project management and acquisition information. Although still in the conceptual phase, the practical result of this exercise in systems integration will likely be a system called the Project Manager's Information System (PMIS) or the AIM workstation. It would include such software as, Project Manager's System Software (PMSS), Defense Acquisition Executive Summary (DAES), and Consolidated Acquisition Reporting System (CARS) and would conform to open systems architecture as accepted by the Department of Defense. ORNL has assisted PM-AIM in the development of technology ideas for the PMIS workstation concept. This paper represents the compilation of information gained during this process. This information is presented as a body of knowledge (or knowledge domain) defining the complex technology of microcomputing. The concept of systems integration or tying together all hardware and software components reflects the nature of PM-AIM's task in attempting to field a PMIS or AIM workstation.

PurposeSmall to medium enterprises (SMEs) play an important role in the economy, in terms of employment and their contribution to national wealth. A significant proportion of that contribution comes from innovation. SMEs are also the engine for future growth in the economy. Project management has a role to play in managing that innovation and growth. The purpose of this paper is to find the extent to which SMEs use projects, project management and the tools of project management, and to determine what differences there are by size of company and industry.Design/methodology/approachA questionnaire was developed to examine the extent to which small firms carry out projects, the resources they employ, the way they measure project success and the tools and techniques that they use. The questionnaire was answered by 280 companies from a range of industries and sizes.FindingsIt is found that companies of all sizes spend roughly the same proportion of turnover on projects, but the smaller the company, the smaller their projects, the less they use project management and its tools. Surprisingly, hi‐tech companies spend less on projects than lo‐tech or service companies, but have larger projects and use project management to a greater extent. They also use the gadgets of project management to a greater extent.Research limitations/implicationsIt is concluded that SMEs do require less‐bureaucratic versions of project management, perhaps with different tool sets than the more traditional versions designed for medium‐sized or large projects, and with different versions for medium, small and micro projects. For all firms, the important success factors are client consultation; planning, monitoring and control; and resource allocation are also identified.Originality/valueThe findings suggest the need for further research into the nature of those “lite” versions of project management designed for SMEs.

The peculiarities of modern investment activity of enterprises are analyzed in the work. The goals of investment activity of enterprises are structured: increase of profitability; expanding market share; strengthening innovation activity; improving investment attractiveness. The current problems of project management are highlighted: management of limited resources to achieve goals; funding and weighted evaluation of potential criteria; integration of tasks on the main business processes; distribution of roles and responsibilities of all performers and stakeholders; project portfolio management; project management software. The interests of the main stakeholders of the projects are classified: increase of profits and dividends, improvement of reputation (business owners): efficiency and effectiveness, self-realization, authority (managers); proper wages and social guarantees, self-realization, recognition of work results (employees of the enterprise); fulfillment of contract conditions and refund, solvency of the enterprise (investors); optimal ratio of price and quality of goods, compliance with the terms of the order (consumers); increase in order volumes, timely payments under the terms of contracts, long-term relationships (suppliers); activities that meet the requirements of the law, payment of taxes, job creation, implementation of volunteer social and cultural projects (public authorities); growth of cooperation agreements (intermediaries); availability of competitive advantages, market leadership (competitors). In order to develop skills in the formation of hybrid project management systems, the features of approaches to project management have been studied: cascade project management; Agile; Six Sigma; PRINCE2. Systematized priority areas for solving project management problems: training of enterprise managers by programs: project management software; team leadership; project portfolio management; change management; increasing the stress resistance of managers; conflict resolution; talent management; project management information support; team building; Public Relations; attracting various sources of project funding; planning enterprise development programs and updating business models; reconciling the interests of project stakeholders. Which in turn will optimally solve the problems of project management and improve the results of the enterprise. These issues are for further research: studying the peculiarities of attracting various investors to finance enterprise projects and concluding investment agreements.

: In the evolving landscape of modern business, technology has emerged as a cornerstone in enhancing the efficiency, accuracy, and success of project management practices. This study explores the transformative role of technology in project management, focusing on how digital tools and platforms streamline planning, execution, monitoring, and collaboration across diverse industries. The research adopts a mixed-methods approach, combining a comprehensive literature review with qualitative interviews and quantitative surveys conducted among project managers across IT, construction, and service sectors. Key technologies examined include project management software (e.g., MS Project, Asana, Trello), communication tools (e.g., Slack, Microsoft Teams), and emerging innovations such as AI-driven analytics and cloud-based collaboration platforms. Findings reveal that technology significantly improves project visibility, resource allocation, risk management, and stakeholder communication. However, challenges such as user resistance, integration issues, and cybersecurity concerns persist. The study also highlights that the effectiveness of technology is closely tied to organizational culture and the digital literacy of project teams. Based on these insights, the paper concludes that while technology is not a panacea, it is a powerful enabler of project success when strategically implemented. The study recommends continuous training, stakeholder engagement, and adaptive project frameworks to maximize the benefits of technological integration in project management

The IRIS-HEP software institute, as a contributor to the broader HEP Python ecosystem, is developing scalable analysis infrastructure and software tools to address the upcoming HL-LHC computing challenges with new approaches and paradigms, driven by our vision of what HL-LHC analysis will require. The institute uses a “Grand Challenge” format, constructing a series of increasingly large, complex, and realistic exercises to show the vision of HL-LHC analysis. Recently, the focus has been demonstrating the IRIS-HEP analysis infrastructure at scale and evaluating technology readiness for production. As a part of the Analysis Grand Challenge activities, the institute executed a “200 Gbps Challenge”, aiming to show sustained data rates into the event processing of multiple analysis pipelines. The challenge integrated teams internal and external to the institute, including operations and facilities, analysis software tools, innovative data delivery and management services, and scalable analysis infrastructure. The challenge showcases the prototypes — including software, services, and facilities — built to process around 200 TB of data in both the CMS NanoAOD and ATLAS PHYSLITE data formats with test pipelines. The teams were able to sustain the 200 Gbps target across multiple pipelines. The pipelines focusing on event rate were able to process at over 30 MHz. These target rates are demanding; the activity revealed considerations for future testing at this scale and changes necessary for physicists to work at this scale in the future. The 200 Gbps Challenge has established a baseline on today’s facilities, setting the stage for the next exercise at twice the scale.

Software process simulation for reliability management