Teaching Paper: Project Management Tools – Practical Resources for Non-Profit Efficiency

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

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.

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.

The possibilities of transforming approaches to ensuring the efficiency of trade activities in Ukraine by intensifying the application of project management tools in business practice have been investigated. To this end, the main features of the functioning of trade enterprises in Ukraine in modern conditions have been clarified and ways of ensuring their efficiency based on project management tools have been proposed. The study analyzed the state of trade activities in Ukraine, identified the main factors that determine the nature of the activities of domestic trade enterprises, and substantiated approaches to stabilizing the economy of these enterprises and ensuring their progressive development by intensifying the use of project management tools in the current difficult conditions. It has been established that the war has significantly changed the operating environment for domestic trade enterprises, increasing the complexity and interrelated risks in the financial, logistical and market spheres, which has led to a reduction in budgetary opportunities, a decrease in all types of resources, and therefore, a natural sharp decrease in the volumes of foreign trade and domestic trade turnover. The study emphasizes that traditional approaches to management often neglect the use of innovative tools, such as project management, as a result of which enterprises become overly dependent on external factors and vulnerable to market fluctuations. It is noted that the application of project management in the activities of commercial enterprises involves the integration of business project management methodologies, such as the creation of a "Project Management Office", the use of flexible practices at the stages of critical assessment and before developing an activity strategy and collecting data in real time. This will increase the organizational stability and adaptability of enterprises. The proposed approach emphasizes the importance of technological integration, including the connection of business project management platforms with the main business systems of the enterprise to optimize their business activities and improve the decision-making process. The need to develop comprehensive effective mechanisms for assessing the effectiveness of adapted business project management tools of commercial enterprises is substantiated to ensure accurate measurement of the direct impact of these tools on the effectiveness of their business activities.

Front-end planning (FEP), the initial phase of a project life cycle, plays an important role in aligning business objectives with project elements such as scope, costs, and schedule before execution begins. Although FEP is traditionally associated with large-scale projects, it is also relevant for small-scale projects. However, the lack of a robust theoretical foundation and simplified FEP tools for this context leaves managers without effective guidance. Furthermore, the assumption that small-scale projects are less critical contributes to the systemic neglect of essential planning steps, resulting in more failures, higher costs, and a loss of strategic alignment. In response to this gap, this study aims to propose a framework for FEP in small-scale projects. Drawing on Structural Contingency Theory and Project Governance perspectives, the framework is aligned with the contextual constraints of small-scale projects. A qualitative methodology was adopted, including a literature review to identify existing FEP frameworks that served as the basis for proposing a new framework for small-scale projects. The framework was validated by two groups: professionals with low project management maturity and specialists with professional and academic experience. The interviewees highlighted that the framework meets the demand for structured planning in small-scale projects, valuing its simplicity and potential for expansion with complementary tools. The main contribution of this research lies in its practical and accessible framework for small-scale projects, emphasizing FEP as a tool for strategic alignment and effective project management.

Project management tools are essential for streamlining project management activities and providing a variety of functionalities to assist organizations in executing projects efficiently. The selection of an appropriate tool is crucial, given the many options available in the market. This scholarly article employs a comparative analysis methodology to scrutinize two prominent project management tools, Asana and Trello. The aim is to assist companies and organizations in making informed decisions based on their specific needs. The comparative analysis delves into the strengths and weaknesses of Asana and Trello, assessing their features, functionalities, and suitability in the context of knowledge management areas. Both tools are evaluated for their capability to address project management challenges and improve organizational processes. The study concludes that the choice between Asana and Trello hinges on factors such as project scale, organizational requirements, and the preferred level of complexity. With its comprehensive features, Asana emerges as ideal for larger, agile-oriented projects. In contrast, Trello's simplicity and user-friendly interface suit relatively smaller projects well. This analysis provides valuable insights for organizations to align their project management tools with specific project conditions, facilitating optimising project execution processes to meet their unique goals and requirements. In terms of features, Asana outshines Trello by providing a more extensive range of functionalities that effectively support the mapping of knowledge management areas.

Modern technologies and methodologies for project management have been considered. It is argued that project management is a complex process that encompasses various stages from initiation to completion and involves the use of diverse methodologies, tools, and approaches to achieve goals, effectively utilize resources, and ensure high-quality results. From the author's perspective, project management methodology should be viewed as a comprehensive approach that defines general principles, processes, rules, and standards to be followed in managing a project. A project management technique is a specific method or process used to accomplish a particular task or phase within the methodology. Techniques can be part of a methodology or applied separately. Project management tools are regarded as specific means or technologies used to support and automate project management processes. A comparative analysis of the main project management methodologies has been conducted, proposing to classify them into four groups: traditional (Waterfall model), agile methodologies (Scrum, Kanban, Extreme Programming - XP), hybrid (Scrumban, Agile-Waterfall Hybrid), methodologies for managing large projects (PRINCE2 – Projects In Controlled Environments, PMI’s PMBOK – Project Management Body of Knowledge) and Lean methodologies (Lean Project Management). This division is arbitrary, but it allows us to systematize the main project management tools and techniques according to the complexity and content of the tasks performed. It is proven that each of the examined management methodologies has its own characteristics, advantages, and disadvantages, which should be taken into account when choosing an approach to project management. The methodology determines the approach to project implementation: planning work processes, interaction with stakeholders, risk management, relevant tools, and so on. The selection of a specific methodology and appropriate tools depends on the specifics and complexity of the project, the field of activity, stakeholder requirements, team size, and other factors.

Although project management is widely used in the public sector, many projects still fail even when project management tools and practices are employed. Several studies show that a project's success depends partly on the project manager's competencies; however, there is little empirical research on this subject in the public sector. This study aims to analyze the significant characteristics linked with the competencies of the public sector project manager and outlines a profile of these professional competencies characteristics that can lead to the success of projects. Through empirical research conducted with 77 project managers from 32 public organizations in Brazil, this study examined the relationship between project managers' competencies and the likelihood that projects will succeed. Using factor analysis and logistic regression, we looked at factors like time, cost, quality, and scope to determine their relationship to the likelihood that projects will succeed. The findings highlight the importance of project management knowledge, communication abilities, attitudes relating to motivation, trust, and emotional intelligence, and most traits defining project managers in the public sector. The employee's length of service was the single factor that had a negative impact on the project's outcomes. This study contributes to the current knowledge of project managers' competencies in the public sector, showing the main characteristics a successful project manager needs to have and can help direct efforts in selecting a more suitable professional, contributing to the reduction of the turnover of the workforce and the consequent loss of knowledge of the organization.

В данной статье проанализированы всевозможные формы управления инноваторскими планами, а также приведена их классификация. Создателями показано превосходство системы проектного управления с матричной организационной структурой как инструмента увеличения работы инноваторской фирмы. Современные подходы к проектному менеджменту сегодня находят применение не только в крупных компаниях при реализации масштабных проектов или в организациях, осуществляющих проектную деятельность, но и в малом и среднем бизнесе. Этот процесс, несомненно, связан с высоким уровнем зрелости таких компаний и их стремлением к реализации стратегического управления. Стратегия развития компании разрабатывается с использованием инструментов управления проектами. Проектами стратегического развития необходимо управлять с учетом того, что они направлены на достижение стратегической цели и, кроме того, всегда имеется необходимость распределять ограниченные ресурсы между проектами. This article analyzes all possible forms of management of innovation plans, as well as their classification. The authors show the superiority of the project management system with a matrix organizational structure as a tool for increasing the work of an innovative firm. Modern approaches to project management are now used not only in large companies when implementing large-scale projects or in organizations that carry out project activities, but also in small and medium-sized businesses. This process is undoubtedly related to the high level of maturity of such companies and their desire to implement strategic management. The company's development strategy is developed using project management tools. Strategic development projects must be managed in the light of the fact that they are aimed at achieving a strategic goal and, in addition, there is always a need to allocate limited resources between projects.

The main principles of high-tech project management and the specifics of the teams involved in the implementation of such projects are considered. Challenges arising in high-tech project teams are identified. Possible approaches for minimizing management risks in the implementation of high-tech projects are analyzed, in particular, the paradigm of proactive value-oriented project management and the approach of a logical framework model are considered. Proactive management involves the use of models for predicting results and management decisions. Management decisions are classified based on the methods used to make them. Individual, consultative, group decisions are defined, as well as strategic, tactical and operational decisions based on the nature of the goal. The sequence of actions and errors regarding decision-making at the stage of diagnosing the situation when managing problems that arise during project management are formulated. The decision is considered as a product of management work, and its adoption as a process that leads to the appearance of this product. The effectiveness of proactive project management tools in identifying and working out options for solving unique problems that require a creative approach and creative search has been demonstrated. The special importance of building constant interaction of the project manager with various members of the project team is emphasized, which conditions the inclusion of the team in the project management process and includes solving project problems and tasks, planning, discussing interdependencies between tasks, monitoring, analysis of key indicators of project performance, risk management, etc. others A detailed analysis of the implementation of the technology adoption model as a research framework model, which is fully reflected by the P2M knowledge system, is provided. The constituent components of such a model are defined: perceived value (usefulness); ease of use of the innovation; intent and motivation of use; perceived risk. The approach of the logical framework model, which is a key approach used by many international organizations and donors when implementing projects, is considered. This approach is proposed as a tool that promotes the motivation of the process of analytical thinking in the project team, helps to structure and optimize information in the project, take into account problematic issues and related risks, identify weaknesses of the selected project implementation scenario, involve key specialists in the regular process of discussion and updating logical matrix of the project. An example of the practical use of a logical framework model by creating and analyzing a matrix of a logical framework model in a specific high-tech project on nuclear and radiation safety implemented with the financial support of the European Union is given.

Simulation and optimization of sustainability in logistics and manufacturing systems involve the simulation modeling and analysis (SMA) process. The SMA process has an important component “Project Management”. In the literature different approaches to project management can be found. Precise definition of what is “input” and “output” at each stage of the SMA process is necessary to lead and execute simulation project effectively. In IDEF0 notation above issues and more (also “control” and “mechanism”) are pivotal (ICOM arrows). On that account IDEF0 has been used as a project management tool in SMA process of emergency evacuation of a hospital facility in Krakow (Poland). In this chapter this innovative application of IDEF0 has been described.

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 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.

Organizations routinely handle thousands of projects per year, and it is difficult to manage all these projects concurrently. Too often, projects do not get the attention they need when they need it. Management inattention can lead to late projects or projects with less than desirable content and/or deliverables. This paper discusses the application of Visual Project Management (VPM) as a method to track and manage projects. The VPM approach proved to be a powerful management tool without the overhead and restrictions of traditional management methods.

Project management is an important business operation factor for the majority of modern companies and public administrations. Therefore, its efficiency represents a challenge to all project teams and depends on the organizational, resource-based and technical complexities. Numerous studies are thus related to the project management efficiency and techniques of its application. In this context, modern business strategies oriented toward the creation and retention of value recognize the importance of the relationship between project management and company organization and management. In order for the system to completely satisfy the purpose, numerous factors should be brought in harmony, from working processes to systems of planning, reporting and analysis. In this paper, the advantages and disadvantages of existing systems for monitoring of project management within modern organizations are presented and the model for effective project management is accordingly proposed with the aim of eliminating disadvantages of business processes and planning procedures.