STOCHASTIC PROCESSES IN PROJECT MANAGEMENT

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.

For information technology (IT) projects to be successful, it is imperative to identify the critical success factors (CSFs) that are essential to the IT project management process. This study aims to illuminate these CSFs by incorporating insights from professionals involved in the management of IT projects. The major contribution of this study lies in classifying these factors into different categories and quantifying their impact while taking IT project management experts’ viewpoints into account. To accomplish this, a thorough assessment of the literature was carried out, which resulted in the identification of 20 success factors that fall into five categories: project team capability, top management support, project quality, project management, and organizational process assets (OPAs). A survey covering these variables was then sent to professionals in the IT industry, and responses were obtained from five experts. The collected data was analyzed using the fuzzy analytic hierarchy process (FAHP) method, which mitigates imprecision and avoids bias in the data. The most important factor was determined to be project team capability, whereas organizational process assets were deemed to be the least significant factor. It is anticipated that the insight garnered from this study will help IT project management professionals in supporting, evaluating, and improving project success.

The article investigates how to organize cross-functional e-commerce teams by integrating DevOps and traditional project management (PM) processes with systems engineering and quality assurance practices. Drawing on empirical data, classic Waterfall, Agile, and DevOps models, and a review of advanced techniques, it proposes a unified team structure comprising a Product Owner, Business Analyst, UX/UI Designer, Tech Lead, Developers, QA Specialists, and Systems Analysts. It demonstrates how Agile workflows and CI/CD pipelines align with PMBOK-based PM processes, how incremental system architecture and requirements traceability ensure precise tracking from conception to deployment, and how automated testing and DevSecOps practices balance release speed with platform reliability. Tables detail role distribution and a DevOps–PM alignment matrix, clearly illustrating which DevOps activities correspond to each PMBOK process group. These findings offer a methodological foundation for building high-performance e-commerce teams that accelerate time-to-market without sacrificing quality or scalability, and will be of interest to researchers of organizational behavior and sociotechnical systems, as well as to DevOps and project managers focused on optimizing continuous integration, delivery, and product management.

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.

This paper investigates the shift to integrated solutions of incumbent telecommunications operators as part of their business transformation to survive the competitive market. It shows how innovation management and project management can reinforce the various practices at the firm level in order to foster growth and improve performance. Innovation management and project management have different roots and initial drives, but in the last years growing research has been undertaken in order to point out the interconnectedness of both approaches. However, just a few researches have demonstrated how innovation and projects interact and are implemented in practice. Integrated solutions offer such an arena for interaction, and a case study of BT Global Services (BTGS) is used in order to show the interdependencies of innovation and projects. Incumbent telecommunications operators such as BT in the UK need to innovate in order to cope with ever increasing competition in the ICT sector. Driven by a strategy of innovation, BT set up BTGS to deliver integrated solutions projects to large firms. These projects offer in turn a unique position for BT to profit from tacit knowledge about customer needs and wants, innovating for the customers and feeding back to BT’s innovation strategy. This facilitates BT’s long-term strategy in a very competitive and turbulent environment. A theoretical framework, based on a combination of innovation and project management processes, is used to approach the case study of BTGS, and an empirical, more realistic and accurate, framework is offered with the aim of better informing managerial practice.

The importance of Road and Transportation Project Management Cycle contributions internationally and encourages further development initiative to support Middle Eastern region and United Arab Emirates (UAE) roads and transport. UAE's infrastructure project failure rate has been estimated to be as high as 50%. The general objective of this study is to assess the relationship between project management process, technological orientation and Infrastructure performance in United Arab Emirates (UAE). A cross-sectional study was carried out for this purpose. For this study the target population was an employee of RTA. However, population was the officer, managers, and engineer who worked in RTA for this research. The questionnaire was pilot tested for content validity with a sample of 36 employees. To ensure a high rate of response, structured-short and self-administrated questions, and mostly closed questions were prepared. The required sample size for this study was estimated to be 361. Because the current study employed quantitative methodology, statistical analysis was carried out using SPSS 24 and AMOS 21. The results of structural equation modelling showed that there is significant relationship between project management process and technological orientation (β = 0.313, t = 6.686, p ≤ .05), project management process and infrastructure performance (β = 0.331, t = 6.431, p ≤ .05) and technological orientation and infrastructure performance (β = 0.411, t = 7.346, p ≤ .05). The study also found that there is a significant partial mediating effect of technological orientation between project management process and infrastructure performance. This study concluded that firms can improve infrastructure performance through the incorporation of technological tools. It is further concluded that dimensions of project management process are the important determinants that support performance. Therefore, the study encourages firms’ management to pursue technology in improving infrastructure performance in today’s competitive and digital era. Keywords: Road and transportation, Project management, Technological orientation, Infrastructure performance, United Arab Emirates

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.

Despite the rapid advancement of web-based information technology, the construction industry still heavily relies on manual project management methods, including budget tracking, worker coordination, and design inspiration searches. PT Media Kreasi Abadi, a construction company specializing in interior design and renovation, lacks a dedicated digital platform to streamline its project management processes. To address these inefficiencies, this study aims to develop a web-based construction project management application integrating a ReactJS frontend and a NestJS backend, supported by an API-driven architecture. The system enhances collaboration among project stakeholders while improving efficiency in project tracking and management. Additionally, this research evaluates the backend's performance to ensure seamless integration with the frontend. By adopting Agile Scrum, the development process remains flexible and continuously adaptive to user needs. The findings suggest that a well-designed digital platform can significantly optimize construction project management, reduce manual errors, and enhance team coordination. Future improvements may incorporate real-time analytics and AI-driven decision-making features to further enhance system capabilities.

The visualizing technology of project management is the most effective method for improving highway construction management and monitoring. In this paper, based on the analysis of the highway construction engineering project management needs such as comprehensive visualization, visual progress management, visual measurement management, visual safety management, visual monitoring requirements, etc. and combining the operational requirements of highway construction project management, the visual project management system is established using the three-dimensional virtual and information technology, including project management platform and visualization display platform, in order to achieve visible and controllable project construction and management process. The visualization project management system has been preliminarily applied to the process of expressway reconstruction project. The example analysis showed that the visualization project management system can be a better way for the expressway reconstruction project management services, which can effectively improve the level of construction projects.Keywords: Highway construction;Visible project management system;Three-dimensional (3D) virtual Reality;Information technology

The article considers the current issues of the application of information technologies in the field of project management at modern enterprises. In the conditions of high dynamics of the market environment, global competition and digital transformation, the implementation of innovative IT solutions in project management processes is becoming a key factor in increasing the efficiency of enterprises. It is determined that project management is an effective system of methods and means of planning, organization, motivation and control, which ensures the achievement of strategic goals within limited resources, time and budget. The importance of delimiting responsibility centers, predictive planning, the formation of competent teams and systemic motivation as the main principles of effective project management is emphasized. Particular attention is paid to the role of information technologies in ensuring the successful implementation of the project approach. Modern trends in the development of IT tools that allow automating management processes, contributing to increasing transparency, accuracy and speed of making management decisions are analyzed. The classification of software products for project management is considered – from local license systems to cloud services and complex corporate platforms. The advantages of using collaboration systems that provide simultaneous participation of multiple users, promote effective communication and integration with other digital services are identified. The main functional capabilities of IT project management systems are presented, including real-time collaboration, centralized documentation exchange, time tracking, generation of analytical reporting, visualization of work processes and the ability to integrate with popular platforms (Google Drive, Box, Evernote, etc.). It is emphasized that the implementation of such technologies allows to increase labor productivity, reduce costs, minimize risks and ensure stable development of the enterprise in conditions of market uncertainty. It is concluded that the use of modern IT tools within project management is a necessary prerequisite for the digital transformation of business. The use of innovative technologies ensures flexibility, adaptability and competitiveness of enterprises at the national and international levels. Further research in this area should be aimed at the formation of integrated IT ecosystems capable of supporting effective interaction between all participants in project activities and ensuring sustainable development of the enterprise in the context of globalization.

Potential participants in cross-border resource exchange have been identified as representatives of the subject composition of the international project. The typification of cross-border flows of goods has been carried out. Changes in the content of management processes associated with the transition of the project to the «international» category are shown. The list of competencies required to manage projects in this category is provided. It is concluded that the competence profile of the project management team should reflect the balance of competencies in the three components of a single management process — project management processes, product creation processes and supporting (supporting) processes.

The purpose of the article is to present primary conditions in the process of project management in organisations. Ontology, terminology, axiology and epistemology were taken into account in particular. Many elements of the projects which generate improvement of the efficiency of the organisation in the context of a systemic approach, such as common values, organisation goals and change management were also listed. Furthermore, project’s preparation is presented in the paper. Rating in the area of challenges, barriers and trends in project management were highlighted on the basis of answers provided by project managers. Taking into account the results of empirical research, it was assumed that the arithmetic mean of ratings indicates the importance of challenges, barriers and trends for project management in organisations. This article develops previous researches on existing theories of project management and change processes. As a result, it has become reasonable to assume the hypothesis that the project implementation time is determined by the rating of challenges, barriers and trends in project management; higher ratings of challenges and trends and lower rating of barriers lead to shorter project implementation times

Measuring project management performance is complex and requires tools to capture the dynamic nature of the processes involved. Since the conception of system dynamics in the 1950s, the method has been used to solve complex projects. Project management possesses dynamic characteristics that involve planning, human resources, implementation, and control elements; thereby, using system dynamics to measure project management performance is a realistic approach. A research study was conducted using system dynamics to develop project management performance measures to capture the complexity of the process in local government agencies. The research approach considers measuring project engineering management performance as a holistic system influenced by leadership involvement, project management processes, and project engineering manager’s ability. The Zachman architectural framework was used to develop the project-management performance system’s ontology as the system dynamics model’s foundation. A case study was conducted for three cities with local government agencies to better understand the model components and factors that influence performance. Leadership involvement, project management processes, and project manager abilities were identified as critical factors that influence the project management performance level. To validate the results of the case study, the project management performance was further studied for the City of El Paso in terms of capability, capacity, and maturity level. The research study concluded that system dynamics is a feasible method and effective tool to measure management performance for engineering projects at local government agencies.

As observed from the reviewed literature, the execution of research and development (R and D) projects in Nigeria is challenged by many social, political and economic factors interacting in complex and dynamic ways. This interaction is reflected in the history of science and technology in Nigeria, its culture, legal systems, institutional frameworks and social capital. The economic and social development of Nigeria is critically dependent upon the ability to establish a competitive, productive and efficient industrial sector built on a strong technology base. This implies that her natural resources must be developed and utilised as inputs to industrial production and as direct products to improve the life of the population. Public research organisations (PROs) are considered to be critical to the survival of industries and to the achievement of self-reliance through the use of locally available raw materials. This thesis explores the application of strategic project management (SPM) practices in the execution of R and D projects in PROs in Nigeria. The research employed a mixed method of quantitative and qualitative research in order to capture the experiences of project management practitioners with SPM practices in PROs in Nigeria. Although areas of variations in practice were identified, the major findings highlighted that there was a gap in the practical implementation of SPM. The findings also revealed key determinants associated with the implementation of SPM and the factors that affected its application in PROs in Nigeria. The research findings were further synthesised into a framework, capturing ten key dimensions that must be taken into account in the execution of research and development projects. The determinants include having a project-based organisational structure, top management involvement in the project execution, strategic project leadership style, the appointment of a project team, the project team's competence, project alignment with organisational strategy, project prioritisation and selection, maximising R and D strategy, the project management process, and the SPM process. The framework validation was a follow-up discussion, which was conducted with project management practitioners in the selected research organisations in Nigeria. Reflecting on their experiences in the management of R and D projects, the participants acknowledged that the proposed SPM framework and its ten key variables were fundamental to the effective execution of R and D projects in PROs in Nigeria. It was concluded that the use of such a framework would highlight areas that needed to be addressed in order to achieve effective execution of R and D projects in these organisations.

International Project Management Association is an organization focused on Project management process which is understood as competence field of a Project Manager. The Project Manager is the main person of all the process with responsibility from the beginning to the end of the process. This article focuses on the tools, documents and project management procedures related to building projects and big investment areas. Based on practical experiences it describes the main role of the project managers in terms of competency skills. It refers to bottlenecks of the buildings projects, underestimating the risk management and it includes a short view on process solving with Theory of Constrains. On the end of the article is mentioned a team work as a tool for successful achievement of objectives.