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Although many companies pursue agile projects, extant literature reveals a lack of research on project agility determinants. This study examines the project team characteristics' impact on project agility and success using cross-sectional survey data from 292 agile projects. Using agile principles and complex adaptive systems theory, we find that project team autonomy, team diversity, and client collaboration have significant positive relationships with project agility. Project agility, in turn, has a significant positive relationship to project success. We measure project success by on-time completion, on-budget completion, specifications' attainment, and success rating by the project sponsor, client, and project team members. We find that project team members' adaptive performance partially mediates the relationship between project agility and success. These results guide agile project managers while facilitating team members to independently schedule their work, determine effective work methods, and develop innovative solutions. Moreover, they help agile managers recruit team members with relevant, diverse skill sets, domain knowledge, and expertise. Agile project managers must emphasize client collaboration in requirements gathering, designing, testing, and project reviews.

Circular construction practices and business models are considered essential to reduce the profound impact of the construction sector to the widening global circularity gap. However, practitioners and clients in Hong Kong have encountered profound challenges in integrating circular economy principles into modular construction projects. Therefore, this paper investigates the critical success factors for implementing circular modular construction projects. The research process comprised a focused literature review, consultation with subject matter experts, questionnaire survey of industry practitioners, mean score ranking, factor analysis, and fuzzy synthetic evaluation. The analyses revealed twenty-one significant success factors for integrating circular economy principles into modular construction projects in Hong Kong. The top five significant success factors include early design completion and freezing, early understanding and commitment of the client, effective leadership and support of a specialist contractor, adequate knowledge and experience of the project team, and collaborative working and information sharing among project teams. These underscored the significance of the planning and design stages for implementing circular modular construction projects successfully. Further analysis derived three clusters of the significant success factors: effective supply chain management, competence and early commitment, and collaboration and information management, explaining 61.461% of the total variance. A fuzzy synthetic evaluation showed that these three clusters significantly influence the success of circular modular construction projects. The paper provided practical and technical guidance on how to implement circular modular construction projects effectively. Therefore, this paper provides some important insights into the critical success factors for integrating circular economy objectives into circular modular construction projects.

Existing research spanning academic and industrial literature shows that due to the ever-increasing number of descriptions of BIM on top of a saturation of standards methods and procedures, with little evidence on how to achieve goals for truly collaborative BIM, a gap is forming between theoretical and applied BIM, and thusly reducing the potential advantages and benefits of implemented BIM. Objectives set as part of this research, post systematic review of both academic and industrial literature were to firstly define a common meaning of what collaborative BIM is through the development of a syntax to support a hypothetical infrastructure project utilising academic and industry BIM experts. This was then followed by bringing to the front the inefficiencies in their current form and define how the fundamental parts of BIM are assigned and then prioritised both qualitatively and quantitively, in order to enhance information clarity (goals and objective achievement) and inconsistency reduction towards better ways of implementation. Conclusive findings derived from this research states that information management was determined by the focus group in being the key and top-level component in achieving collaborative BIM, which was determined via the contribution and development of an objective focused implementation framework adapted from the Analytical Hierarchy Process (AHP). This methodology increases the certainty of goal attainment for project team members, by presenting them with a dynamic qualitative and quantitative methodology that guides, determines and agrees the objective focus in an adaptable method through focal clarity of the intended use and what is required to be achieved through the adoption of collaborative BIM for a range of stakeholders. In summary, the research findings herein assert the need and benefit of objectifying collectively agreed focus on the desire of collaborative BIM including a range of stakeholders. Furthermore, inconsistencies towards agreements of standardisation and quality assurance are revealed, which is countered and supported by the developed novel methodology, in order to reduce the impact of such lack of consensus going forwards towards seeking better understanding and thus implementation of collaborative BIM.

Construction in Oman is an important sector that contributes greatly to the country’s economic growth. Recently, the construction projects in Oman have been delayed which has led to delays in the projects’ completion and sometimes to their failure. This study aims to examine the critical factors affecting the success of construction projects in Oman. The extent to which factors related to project parties affect this success was assessed. A quantitative approach based on systematic literature review and questionnaire survey technique was used. The factors were identified and classified into six main categories, namely, time; finance; project designing, planning and scheduling; quality; project progress and development; and environment and nature. The factors are also classified as client-, consultant-, contractor- and external-related factors. This study was conducted by distributing questionnaires to people who experienced working in the public and private construction sectors in Oman. Relative importance index method was used for analysis. Results show that quality is the most important amongst the six investigated categories, followed by time; finance; project progress and development; project designing, planning and scheduling; and environment and nature. The client-related factors have the highest impact on the success of construction projects in Oman, followed by consultant-, contractor- and external environment-related factors. The selection of a low bid, rather than accurate and reliable bids, and the quality and experience of the project team and labour are the most significant factors affecting the success of construction projects in Oman. The contractors’ administrative corruption, indiscipline and dishonesty and the frequent equipment breakdowns are the two least important factors affecting the success of construction projects. The government should encourage clients to improve their procurement strategies and force the construction companies to implement innovative approaches to project delivery.

The purpose of this article is to reduce the cost and time for the formation of a project team, as well as improve the quality of selected teams, by automating the process of calculating the labor resources of project teams. The objectives of the article are to study and analyze theoretical works on project teams formation and the construction of aggregated coefficients of a project and an employee for IT projects labor resources calculation. The article reveals the basic concepts and mechanisms of project management and human resources of an IT organization; the process of a project team forming and its structure, which is made up of the customer's team and the executor's team, is considered. A set of key indicators of a project and an employee is highlighted, which are necessary components for introducing the concept of an aggregated coefficient. The description of the calculation of the aggregate coefficient of the project (Iп), the aggregate coefficient of the employee (Ic), as well as the project aggregated coefficient of the employee (Ic п ) is provided, since the aggregated indicators of the project and the employee are independent in relation to each other, and to solve the tasks we need a coefficient that describes usefulness and efficiency of attracting a specific employee for a specific project. The theoretical significance of the work lies in the fact that it describes the process of project teams building in details, proposes aggregated coefficients of projects and employees, which make it possible to assess and select labor resources for project teams. The obtained theoretical results can be used to assess the role of each employee on a separate project and in the company as a whole, to calculate the labor resources of IT projects, as well as by the search and project planning department when choosing the scope and nature of work for the period under consideration.

Globalisation and technological advancement have an enormous impact on how businesses operate. Technological evolution, economic challenges, and different generations working in one workforce impact businesses to seek flexibility and adopt techniques that support virtual teamwork. In the modern international business environment increasing number of teams that work in virtual environments through project execution, leads to the need for theory and research on how successfully manage virtual project teams. In this paper the analysis of the scientific literature allowed to formulate the definition of a virtual project team, the analysis was able to show the management aspects, which are related to the features of the virtual project team, review of scientific literature also let to disclose the emerging problems faced by managers. These results were used to conceptualise the virtual project team management model in international companies.

Актуальність теми дослідження зумовлена світовими тенденціями в сфері розвитку ІТ-технологій та переорієнтацією вітчизняних ІТ-компаній на новий тип управління, що заснований на сучасних інформаційних технологіях та інструментах проєктного менеджменту. Інформаційні технології дозволяють не тільки успішно виконувати завдання управління проєктами, а й забезпечувати ефективну комунікацію між членами проєкту. Це пов’язано з тим, що під час здійснення комунікацій між учасниками проєктних команд виникає багато різних непередбачуваних ситуацій, викликів та загроз, які потребують реакції з боку керівників проєкту та тімлідерів команд.Відповідно до етапів життєвого циклу проєкту проаналізовано технологію планування комунікацій ІТ-проєкту щодо створення програмного продукту. Кожному типу завдань відповідає унікальна система звітності, інформаційні технології та інструменти, що забезпечують збір, обробку, зберігання та обмін інформацією в розрізі внутрішніх, зовнішніх та антикризових комунікацій.Програмне забезпечення управління проєктами Jira можна визнати як комунікаційний центр для команд. Запропоновано вдосконалення інформаційної технології інструментами Jira Software, Jira Service Desk та Confluence, а також наведено пропозиції щодо вдосконалення структури внутрішніх комунікацій проєкту за рахунок оптимізації його часових показників.

Projects are temporary endeavors that require a series of tasks to be completed. A project manager and their team execute these tasks. However, one of the biggest challenges that the project manager and the team will face is how to communicate effectively throughout the project. Communication is one of the most critical factors in a project’s success, as without a proper communication plan and communication management strategies, a project can go downhill quickly. Also, communication is important in a business, but what makes it a crucial factor for projects is that they face deadlines and budget constraints. This paper will look at the communication process and the models that affect project environments, and it will recommend effective strategies for communicating and managing communication within project teams to aid in project success.

The article is devoted to research on agile management practices, including Scrum. Their distribution and the effects of their use by companies under conditions of Agile business transformation in Russia and abroad are considered in detail. The factors influencing the efficiency of using human capital of self-organizing teams were revealed. The main models of human capital assessment from the position of their applicability to Scrum teams were analyzed.

The research and substantiation of the conceptual procedure of evaluation of efficiency of IT projects which are realized on the basis of application of flexible methodology of Scrum is offered. This procedure will increase the efficiency of the IT project, as well as reduce its implementation time. The substantiation and choice of the criterion for evaluating the effectiveness of the IT project, which takes into account the human factor, is presented. Evaluation is based on human resources research, namely the characteristics of project team members. Conceptually, the procedure for evaluating the effectiveness of an IT project is a complex multi-stage iterative process that requires consideration of the team implementation of IT project processes. The transparency of Scrum's general terms and standards of flexible methodology provides the possibility of the expected result. Therefore, continuous evaluation of performance at each stage of Scrum will increase productivity and help to identify deviations at an early stage, when they can be quickly eliminated or corrected. Based on this, we can identify the following main stages of evaluating the effectiveness of IT projects implemented in the flexible methodology of Scrum. An integrated indicator of project team competence was obtained, which provides opportunities to reconcile the company's IT goals and opportunities to reduce requirements, as well as the decision to continue research by expanding existing options or synthesis of new options with appropriate variation of indicators, weights, composition of elements. Conclusions are made about the possibility of applying the research in the development of an intelligent system for evaluating the effectiveness of the IT project based on determining the level of competence of project team members, which will reduce project implementation time and increase IT project efficiency.

У статті порівнюються функціональні обов’язки продуктового менеджера і власника продукту. Наведено підходи до структуризації команд розробників програмного забезпечення. Розглянуто обов’язки та завдання менеджера продукту і власника продукту. З’ясовано, що менеджер продукту як член проектної команди відповідає за прийняття бізнес-рішень та розробку стратегії продукту, а власник продукту відповідає за створення цінності ІТ-продукту. Діяльність продуктового менеджера орієнтована на стратегічний розвиток ІТ-продукту, а власника продукту – на досягнення тактичних цілей під час створення і вдосконалення ІТ-продукту. Частково сфери відповідальності продуктового менеджера і власника продукту перетинаються. Делегування виконання одній людині ролі продуктового менеджера і власника продукту може призвести до втрати стратегічного бачення цілей ІТ-продукту або ж надмірного заглиблення у процес розробки програмного забезпечення. The article compares the functional responsibilities of a product manager and a product owner. Approaches to structuring software development teams are considered. The responsibilities and tasks of the product manager and product owner are discussed. It is established that the responsibilities of the product manager differ significantly at different stages of product development. The classification of product managers on the basis of the degree of novelty of the version of the software product they are working on, the degree of involvement in the stages of product development, the degree of involvement in a particular stage of development of the startup is considered. It is found that the product manager as a member of the project team is responsible for making business decisions and developing product strategy, and the product owner is responsible for creating the value of the IT product. The product manager explores the competitive environment and target audience, and then works with teams of developers and marketers to bring existing solutions to market. The product manager concentrates his efforts on developing the product that will bring the greatest profit with minimal investment. The product manager is responsible for the vision and direction of product development in the long-term strategy of the company. The product owner manages the backlog, develops the product roadmap and to-do list in the project, and presents the product to developers and other stakeholders. The product owner interacts with the product manager, project team, and product users through the ability to develop, maintain, and ensure software quality. The product owner is responsible for creating product value of the company in the short-term strategy. In part, the responsibilities of the product manager and the product owner intersect. Delegating the role of product manager and product owner to one person can lead to a loss of strategic vision of the IT product's goals or excessive immersion in the software development process.

Project management performance, which means the overall capability of the performing project team to deliver the project to satisfy the customer’s requirements, has always been considered as one major key in achieving customer satisfaction, especially in a business-to-business organizational relationship. In this research, the researchers tried to find out how project performance actually impacts upon customer satisfaction. The project performance consisted of variables project scope management performance, project schedule management performance, project cost management performance, project human resource management performance, project risk management performance, project quality management performance, project communication management performance and project stakeholders management performance. Method. This research used quantitative approach. Data is collected through questionnaire distribution to companies in Jakarta and Bandung. Samples are respondent’s representative of companies, hold managerial position or decision maker. From around 400 distrubuted questionnaire, this researched managed to collect 112 valid response from 112 companies. Data is analyzed its validity and reliability and hypotheses testing employ regression analysis with SPSS software. Findings The research found that, In Indonesia, especially for the private sectors (93% of the respondents came from the private sectors, and only 7% come from public sectors), only four variables, which were project schedule, cost, human resources and risk management performance that significantly affected customer satisfaction. When the researcher interviewed 20 of the respondents most of them were the upper management in their organization, and most of them agreed on these findings. One of the most acknowledged reason for this is because most of the projects in the respondents’ projects were triggered by senior management decisions rather than fulfilling the organizations’ needs or the project deliverables’ users. These users were the ones who actually would use the project deliverables either in the form of products, applications, SOPs or even services. It was a very interesting finding, that many organizations actually conducted projects without actually needing the project’s outcomes. An organization should create a project to support its program, portfolio, vision and mission.

Recently, architecture, engineering, and construction (AEC) project teams have begun to adopt the integrated project delivery (IPD) method with increased frequency. This adoption has been made on the assumption that IPD will lead to beneficial project team dynamics and outcomes. Although novel and potentially useful, we contend that the mere implementation of the IPD method does not in and of itself guarantee successful project team dynamics and outcomes. In specific, in this manuscript we argue that commitment disparities between project team members are problematic for numerous project team dynamics and outcomes: goal alignment, communication behaviors, and decision-quality. Using data from 21 IPD project teams, we show this to be the case. Results from this investigation suggest that when members’ commitment levels vary within project teams, goal misalignment, poor communication behaviors, and reduced decision quality are expected to follow. Moreover, results suggest that this is especially likely to occur when members’ commitment levels are low as opposed to high. This work contributes substantially to our understanding of project team dynamics in the AEC industry, especially as they relate to those delivered under contractually followed IPD. Although the IPD method holds the potential to be beneficial, these results suggest that such benefits accrue only if team members’ commitment levels are both high and uniform. In the absence of such conditions, problematic team-level dynamics and outcomes are expected to ensue.

Purpose: Non-Governmental Organizations are faced with project implementation challenges specifically 70% of environmental projects fail to meet their estimated timeline, budget and objectives. These factors have led researchers to look for possible solutions to pilot smooth execution of projects. The study’s’ drive was to institute the effect of Project Management Practices on Implementation of environmental Non-Governmental Organizations’ projects: A Case of World-Wide Fund for Nature- Kenya-Kenya, Kwale County. The study measured Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation to establish their influence the execution of environmental projects of Non-Governmental Organizations. Methodology: Descriptive research design was adopted for the study. The target population was 3,486 drawn and a sample of 90 respondents was arrived using purposive sampling. Data collection was carried out using questionnaires and analyzed using Statistical Package to develop descriptive statistics and draw inferences. Results: The findings clearly showed that all the factors were present in environmental NGOs projects since they had high average means of 4.45, 4.22, 4.37 and 4.5 for the independent variable while the dependent variable Y had a mean of 4.35. Hypothesis was tested after each alternative as per the objective of the researcher using the Chi-Square test and it was determined that all the factors have significant influence on successful implementation of environmental donor-funded projects since they had a significance P value of less than 0.05. The findings further showed that all the four factors; Stakeholders’ Engagement, Project Design, Project Team competence and Monitoring and Evaluation have a positive influence on implementation of environmental Non-Governmental Organizations’ projects. The study established that Stakeholders’ Engagement, had the highest influence on successful implementation of environmental Non-Governmental Organizations’ projects with a significant positive change of 77% if a unit of it is increased, followed by Project Team competence with 72%, Monitoring and Evaluation had an influence of 63% and lastly Project Planning process, had a 47% influence on sustainable implementation of environmental Non-Governmental Organizations’ projects Unique contribution to theory, policy and practice: The study recommended improved stakeholder involvement and project team competence and improving the monitoring and evaluation function for better performance of environmental Non-Governmental Organizations’ projects.

Organizações de Tecnologia da Informação (TI) que utilizam metodologia ágil dependem dos processos de aprendizagem de suas equipes de projeto, uma vez que são elas que desenvolvem os produtos e serviços da organização. Compreender como ocorre o processo de aprendizagem de equipes de projeto que utilizam metodologia ágil em contexto real pode auxiliar no desenvolvimento de procedimentos para o aumento da taxa de sucesso de projetos. Este artigo tem como objetivo descrever como ocorre o processo de aprendizagem de uma equipe de projeto de uma grande organização de TI do sul do Brasil que utiliza a metodologia ágil na execução de seus projetos. A perspectiva teórica utilizada foi a de processos de grupos, que considera a aprendizagem como o processo iterativo de comportamentos de reflexão-ação entre os membros da equipe durante a realização de seu trabalho. Realizou-se um estudo de caso a partir da observação sistemática de reuniões da equipe, os quais foram analisados por meio de análise temática. Dos 1027 trechos de falas categorizados como comportamentos de aprendizagem durante as reuniões, 64% referem-se a comportamentos de reflexão e 36% a comportamentos de ação. A análise dos resultados indica que os comportamentos de reflexão promovem comportamentos de ação e que a interface entre os comportamentos de aprendizagem é retroalimentada. O reforço de determinados comportamentos ajuda os membros da equipe a compreenderem o que é esperado e quais decisões são mais adequadas. Conclui-se que a metodologia ágil auxilia na composição de um ambiente de aprendizagem e, por fim, apresenta-se uma proposta de pesquisas futuras sobre o tema investigado.

Purpose Effective cost performance is a crucial criterion measuring successful project management in public-housing projects. This paper aims to analyse the vital underlying factors surrounding the successful cost management process (CMP) outcomes in public housing projects (PHPs). Design/methodology/approach The research was conducted in three stages. The first stage consisted of a detailed literature review to document success factors affecting cost performances and management. In stage two, brainstorming sessions were undertaken with construction experts knowledgeable in cost management practices and have been involved in PHPs. These sessions were used to refine those success factors for the PHPs settings and define their criticality with respect to the CMP stages using interpretive ranking process. In stage three, focus group sessions were performed to validate the interrelationships of the contextualised critical success factors. Findings The top three most critical factors for successful implementation and outcomes at all CMP stages in PHPs settings were found to relate to competencies, team qualities and collaborative practices of the project team. Early contractor involvement and effective construction planning and management also emerged relevant to the process. Practical implications Government project departments, project managers and construction organisations (consultants and contractors) need to commit and mandate continuous development of cost management competencies for all professionals engaged in PHPs. Channels supporting team integration and collaborative practices between design and construction teams are required to increase the likelihood of successful project cost management practice and outcomes in PHPs. Originality/value The research has developed a factor-process relationship model that can be used to improve and evaluate the efficacy of CMP implementation in PHP settings.

Complexity has emerged as the new norm in the 21st century, and IS projects play a significant role in organisations to address various socio-political concerns. The purpose of this paper is to understand what are the relevant constructs for measuring IS project complexity. A model for measuring IS project complexity is developed using PLS-SEM. The model reveals that organisational complexity, technical complexity, and uncertainty underpin IS project complexity. Organisational complexity in terms of project team, stakeholder management, and strategic drive should be managed by the project manager. Technical complexity was established in terms of project goals, requirements management, technology management, and norms and standards. Uncertainty in IS projects exists in terms of skills management, the triple constraint, and activity management. Suggestions were provided to guide IS project managers on how to manage each construct and alleviate the level of project complexity. This paper presents an updated and different perspective on measuring and managing IS project complexity. The findings would serve as additional building blocks to further elucidate IS project complexity understanding and assist with improving the value of these projects. Furthermore, the suggestions for IS project managers can lead discussions around how IS projects should be managed to ensure complexity is under control.

In the article the models of management of the project team are considered, they are most difficult to formalize in the fields of knowledge in project management. The study presents economic and mathematical models for managing the project team for threshold collective behavior, for example, the crew of a sea vessel. When implementing specific projects, the experience of leadership and management of a small team often remains at the level of intuition, which leads to the individualization of knowledge and prevents the effective use of the management potential of the team. In the science of management, there are methods of managing personnel, are considered separately, without taking into account the mutual influence of psychological processes, does not allow to form a single, multifactor management concept for a small team in the project. And even more so in the development of project team management, the impact of project implementation conditions on the choice of management methods for the project team is rather poorly taken into account, requires the leader of the psychologist’s experience or significantly reduces the manageability of the project team. This method, unlike the existing ones, includes the team competence radial diagram analysis based on the «balance wheel» principle of a professional team coherence. Input data are professional testing and expert evaluation results (with the involvement of specialists and experts of appropriate qualification). Building and analysis of competence wheel diagrams allow to visualize the compatibility of professional knowledge and skills of all team members together to identify team and personal lack of knowledge and risks of project implementation. As a result, the decision-making person obtains knowledge deviation values, that can help him to make decisions for competence risks elimination. The complexity and multifactoriness of the choice of management methods for the project team, and sometimes the need for managers in direct recommendations for the management of the project team. The practical value of the obtained results lies in the enrichment of the methodology of the researched problems, which is useful for scientists, the possibility to use in business design of crewing companies. Keywords: crewing company, project, management of the project team, model groups, ship’s crew. Formulas: 8; fig.: 0; tabl.: 1; bibl.: 23.

The advantages and disadvantages of using remote teams in project management are identified. It is proposed to understand the concept of remote (in-house) team as a group of people who are involved in the project management in one way or another and who do not come together in a single workspace, reside in different places and work on a flexible schedule over individually defined tasks to achieve a common goal, which initiated the formation of such a group. The characteristics of remote teams are identified, which necessitate the search for new tools for managing them in the context of economic and financial security. The principle of Bohdan Havrylyshyn, to which civil servants must comply, has been transformed to ensure that it is suitable for use by employees of enterprises of various types of economic activity in order to timely prevent human risks to economic and financial security in the project management process. The 3D principle of correspondence of persons holding positions in the enterprise is formulated, combining such categories as professionalism, honesty and trustiness. The vectors of human risks influence on the Project Management Triangle are specified through identification of risks for each of the three bases of project management — time, financial resources (budget) and scope of the project. As a result of identifying trends in the management of the project team, a 4D concept of its development was formed. The main reasons for the increase in the percentage of employees working remotely are given, on the basis of which it is assumed that the tendency for the remote teams use in the project management and in the enterprise management process in general in the near future will increase. Project management team management characteristics are named. The advantages for the enterprise of using remote teams in the process of project management and in general in the implementation of various activities of the entity are found out. Human risks of project management with involvement of remote teams for the state of economic and financial security of the enterprise are concretized and generalized. Keywords: project management, risk, human resources, economic and financial security, personnel, remote teams, enterprise. Formulas: 0; fig.: 3; tabl.: 1; bibl.: 10.

Knowledge of the team members of a co-located software project grows with increasing interaction with the business client. It also grows with the subsequent intra-project knowledge transfer among the team members. The challenge lies in forming a project team in such a manner that it helps the team members to enhance their individual knowledge as well as improve the overall team output during the project execution. In this paper, a quantitative model is formulated to quantify the intra-project knowledge growth and the overall team output in a co-located software project team. The model is developed with the help of a set of focus group studies and previous literature. Six different policies or scenarios are then formulated with the help of the model to assess the impact of team composition on knowledge growth and team output by using case-data from 3 different real-world co-located software teams. The model is validated by comparing the model results with the estimated results in terms of team output. An insight obtained from the model results is that the initial project set up and the team composition act as key inputs towards the increased knowledge growth and improved team output. The team composition should stress upon the initial knowledge level and the knowledge processing ability of the team members. We recommend that the model may act as a decision support system to the software project managers during the initial project set up to improve the knowledge level and to reach the desired team output within the specified time.

Faktor manusia dalam proses pengembangan perangkat lunak menjadi salah satu penentu keberhasilan suatu proyek, terlepas dari teknologi dan tools yang digunakan. Dalam praktiknya, banyak project manager tidak memiliki dataset mengenai hard skill dan soft skill anggotanya. Hal ini mengantarkan tim proyek pengembangan perangkat lunak terjebak dalam situasi antipatterns irrational management. Berdasarkan beberapa faktor utama penyebab kegagalan proyek pengembangan perangkat lunak, diperlukan adanya suatu mitigation plan yang dapat membantu project manager dalam melakukan manajemen sumber daya manusia dalam sebuah tim. Mitigation plan yang dapat dilakukan adalah dengan mengembangkan aplikasi people management yang didasarkan pada prinsip-prinsip Project Management Antipatterns. Makalah ini mengajukan suatu pemodelan baru dalam bentuk aplikasi untuk melakukan people management di dalam pengembangan perangkat lunak dengan pendekatan Project Management Antipatterns. Penelitian ini mengajukan suatu pemodelan baru dalam bentuk aplikasi untuk melakukan people management di dalam pengembangan perangkat lunak dengan pendekatan Project Management Antipatterns. Hasil yang diberikan berupa pemetaan tim developer kepada task yang relevan berdasarkan hard skill dan soft skill yang dimiliki. Selain itu, aplikasi ini juga memberikan hasil berupa rekomendasi treatment yang bisa dilakukan terhadap tim untuk meningkatkan produktivitas serta mengurangi potensi risiko yang ditimbulkan dari hasil diagnosis praktik yang buruk. Pendekatan yang digunakan terbukti mampu meningkatkan produktivitas tim secara keseluruhan. Refactored solution yang direkomendasikan juga terbukti efektif menurunkan nilai antipatterns dari satu sprint ke sprint berikutnya.

PurposeEmbracing big data has been at the forefront of research for project management. Although there is a consensus that the adoption of big data has significantly positive impact on project performance, far less is known about how this innovative information technology becomes an effective driver of construction project quality improvement. This study aims to better understand the mechanism and conditions under which big data can effectively improve project quality performance.Design/methodology/approachAdopting Chinese construction enterprises as samples, the theoretical framework proposed in this paper is verified by the empirical results of the two-level hierarchical linear model. The moderated mediation analysis is also conducted to test the hypotheses. Finally, the empirical findings are validated by a comparative case study.FindingsThe results show that big data facilitates the development of technology capability, which further produces remarkable quality performance. That is, a project team's technology capability acts as a mediator in the relationship between organizational adaptability of big data and predictive analytics and project quality performance. It is also observed that two types of project team interdependence (goal and task interdependence) positively moderate the mediation effect.Research limitations/implicationsThe questionnaire study from China only represents the relationship within a short time interval in the current context. Future studies should apply longitudinal designs to properly test the causality and use multiple data sources to ensure the validity and robustness of the conclusions.Practical implicationsThe value of big data in terms of quality improvement could not be determined in a vacuum; it also depends on the internal capability development and elaborate design of project governance.Originality/valueThis study provides an extension of the existing big data studies and fuels the ongoing debate on its actual outcomes in project management. It not only clarifies the direct effect of big data on project quality improvement but also identifies the mechanism and conditions under which the adoption of big data can play an effective role.

Construction projects face delays and disturbances that could be caused by one of the contracting parties, both of them, or beyond their control. Proving the delay needs a significant effort to introduce all details, documents, and records which explain the causes of the delays. The contractor needs to submit a claim, whether it is extension of time (EOT) claim or any claim with an adequate definition, causation, liabilities, analysis of delays to get an extension of time-related to the risk event. Claims preparation processes need to be collected and documented daily throughout the project phases, especially during construction phases. Lean Construction, with its common technique, the last planner system (LPS), and building information modeling (BIM) have significant synergies and can bring benefits when implemented together to support the preparation of the extension of time (EOT) claim. Building information modeling used as a digital platform to facilitate communication between the project team, improve project performance, and implement the last planner system (LPS) phases effectively. (LPS) is enhancing the coordination within the project team. The primary purpose of the research is to develop Framework to Optimize the preparation of extension of time (EOT) Claims Using Integration of the last planner system (LPS) and building information modeling (BIM) Techniques in Construction Projects. The integration will represent in implementation of the appropriate (BIM) functionalities along with the five phases of the last planner system (LPS). As a result of the integration, the inputs and outputs well documented, which considered as the primary support to the processes preparation of the extension of time (EOT) claim. Also, The framework supported by process flowchart to clarify outputs, inputs, and the project team's responsibility, Which will contribute to optimizing the preparation of the extension of time (EOT) claims.

The article examines the development of strategic project management, substantiates the problem of aligning project goals with the development goals of the organization implementing projects. The use of a balanced scorecard for project management and organizational support for project decision-making is proposed. It is suggested to evaluate the project on four groups of indicators: finance (value for in vestors and project customers in terms of investment efficiency and budget compli ance); internal processes (value for key project stakeholders in terms of project man agement processes); learning and growth (value for the project team and top management in terms of the effectiveness of project activities, the realization of the interests of project team members and their involvement in strategic management processes); clients (value for customers / project initiators in terms of project product characteristics and project management process). Adapting a balanced scorecard to the context of project management makes it possible to establish key performance indicators for project managers and to integrate enterprise development goals with project goals and results. Accordingly, the use of a balanced scorecard in the context of reconciling company development goals and expected project results requires or ganizational support and the establishment of functional responsibilities, areas of re sponsibility and communications for each participant in the process. Project strategic status profile, built on the indicators of a balanced score card for project management of the enterprise, illustrates the problem areas of coordination of enterprise goals and project management goals and is the basis for developing appropriate management decisions. The construction of such a profile is based on the assessments obtained through an expert survey of own ers, top management, functional and project managers. Expert assessments are formed on the basis of information on the level of quantitative and qualita tive criteria for project implementation indicators and relevant reporting. The object of research is the processes of strategic project management in the organization. The subject of research is the approaches and tools to ensure and analyze the effectiveness of project decisions in the context of their impact on the strategic goals of the organization. The purpose of the study is to reveal project management as a tool for implementing strategic decisions of the company and substantiate the directions and indicators of effective strategic project management in the organization. The objectives of the study are to study and develop tools to in fluence project management on the strategic development of the company.

Recovery of troubled IT projects is a vital issue for many organizations. Understanding how leadership and project complexity affect a recovery process could enable organizations to do a better job in recovering troubled projects. A few studies have examined the relationship between leadership and project management. However, the recovery process and project complexity have not been integrated into the relationship between leadership and project recovery. Change leadership, leadership effectiveness, and project complexity are empirically determined to be positively associated with the recovery process based on quantitative data collected from 166 IT project team members. Leadership effectiveness is the variable that impacts the recovery process the most. And, the recovery process significantly affects product success and process success of troubled projects. The findings imply that organizations should focus more on leadership effectiveness to improve recovery processes. To facilitate the process and product success of a project recovery, organizations should rely on a recovery process that includes multiple optional remedies.

Distributed projects provide major benefits in terms of tapping team members' competencies around a globe, but still they represent a significant challenge for coordinating and monitoring teams' performance. This paper investigates distributed projects with a specific focus on performance metrics. As the result of the research, the list of suggested Key Performance Indicators (KPIs) are given to manage distributed project team as well as described the process to define project KPIs and maintain them.

PurposeThis study aims to investigate and model the complex dynamics of innovation enablers in construction projects aiming to develop a framework identifying actions for clients to promote innovation.Design/methodology/approachThrough a comprehensive literature review, a conceptual model was previously derived to explain the client-driven enablers in promoting innovation. This was tested using the data from 131 Australian construction projects. Statistical analysis was conducted on the data using factor analysis and correlation analysis to test the model, which was validated using the case study approach. The testing and validating aspects are explained in this paper.FindingsThe constructs of the recommended model are idea harnessing, relationship enhancement, incentivization and project team fitness.Research limitations/implicationsThe difficulty of analyzing the complex dynamics happening within projects in relation to innovation has been a barrier to progress research in this area. The introduction of this model would pave the way for researchers to explore this area with ease.Originality/valueAs revealed in the detailed literature review undertaken, this is the first time that a comprehensive study has been conducted to identify client-led innovation enablers for construction projects. The results would benefit industry practitioners to achieve enhanced project outcomes in construction projects through innovation.

The aim of the research was to enhance the selection for the process plant equipment supplier based on their country of origin in the gold mining project using the Analytical Hierarchy Process (AHP). The research also intended to investigate how AHP could further enhance the process of the project. The steps for modeling the AHP were identifying the hierarchy by the project team, constructing the AHP model, and calculating the weight for supplier selection. The research object was a gold mining company based in Indonesia. The schedule and resources were calculated, followed by a survey to evaluate the AHP process. After modeling and calculating using AHP, it is found that the three highest criteria for selecting the process plant equipment suppliers are running capacity (14,3 %), efficiency (9,9%), and endurance (9,7%). The overall scores for each supplier show that supplier from United States (25,87%) is in the first rank. It is followed by Germany (25,80%) and Australia (25,20%). Moreover, AHP is proven to enhance the process by not only reducing the time of decision-making for two days but also increasing the resource by almost 23%. Based on the survey to the project team, AHP increases the involvement of the project team in the decision-making process and shows that more than 80% of the project team agrees with the decision. The survey also reveals that almost 63% of the project team decides to use the same tools for the decision-making process.

Purpose – to develop project management terminology. Findings. This study indicates thе significant changes that occurred in working conditions in the last centuries that led to the new models' formation of employee interaction at enterprises, especially remotely, such as distributed, virtual, and dispersed project teams. Clarification of the terminology of project management indicates the meaning of the term "distributed team". This paper separated the term from several related concepts and demonstrated the benefits of integrating distributed project teams within an enterprise. Originality/Value. Paper analyzes the term, features and differences of the distributed project team from other types of remote teams. Practical implications. The terminology of remote project team can beused by project managers from a theoretical point of view. Research limitations/Future research. Future research can focus on the way to manage a distributed project team effectively. Paper type – theoretical.

One of the current approaches to improving business organizations is agile project management. It emerged in the software industry in 2001, but gradually entered other, non-software industries. However, the transfer of the approach to the public sector requires a specific transformation of the agile methodology, insofar as the two sectors are radically different. The public sector is predetermined by regulations, insufficiently oriented towards service users, bureaucratized and hierarchically organized. All this is a barrier to agile project management that aims at providing project team autonomy, frequent and honest feedback to clients and other stakeholders, flexibility of project scope, etc. The aim of the article is to present a conception of a methodology for agile project management in the public sector and to discuss the issues related to its implementation in governmental organizations. JEL: H11, H43, H83.

This paper presents a case study that theorizes how project team culture in software engineering organizations affects Capability Maturity Model Integration (CMMI) implementation from an organizational culture perspective. It contends that the success of CMMI implementation is positively related to project team culture along the six aspects of organizational culture: position on reform, centralization and coordination, position on collaboration, rationality and truth, motivation, and position on task. This paper uses a qualitative approach to conduct semi-structured interviews and performs a content analysis of the transcribed interview-related data from case protocol to analyze the gathered information. The results indicate the scope for the impact team culture has on CMMI implementation and suggests the potential for CMMI implementations to bring about changes in organizational culture, which can support the integration of software into an organization. In addition, this study develops a cultural construction that shows the aspects of culture that best facilitate a strong project team culture in CMMI implementation. It extends the theory regarding the impact of culture on CMMI implementation and provides a theoretically grounded basis for future research.

Although a stable team is deemed optimal for agile project success, new team members need to join ongoing agile projects. New- comers must rapidly assimilate into the organisational and project envi- ronment while learning how to contribute effectively to the project and integrate into the team without seriously interrupting project progress. This paper addresses how newcomers integrate into an established agile project team and the challenges newcomers and the team face during this process. This paper is a single case study of a co-located agile project team in a large IT department who regularly onboard inexperienced new- comers. We found a mixture of traditional onboarding practices and spe- cific agile practices contribute to the onboarding process. Onboarding challenges include empowerment and mindset change, accommodating part-timers, conveying agile principles, and adjusting to changes in team composition.

PurposePrefabricated prefinished volumetric construction (PPVC) projects are industrialized building systems that are co-created. Thus, effective management of the involved stakeholders is required to ensure project success. However, knowledge of how best to manage the diverse stakeholders in PPVC projects is limited. This research identified and prioritized the success factors or key result areas (KRAs) for the effective stakeholder management (SM) in PPVC projects.Design/methodology/approachA quantitative research design was implemented involving a literature review and structured questionnaire survey with international PPVC experts. The research identified and statistically analysed 12 KRAs for SM in PPVC projects.FindingsAnalysis showed that the top three KRAs for SM in PPVC projects include: effective working collaboration, communication and information sharing among participants; effective coordination of the PPVC supply chain segments; and early involvement of relevant stakeholders in the PPVC project. A factor analysis clustered the 12 KRAs into stakeholder analysis and early involvement, effective communication and information sharing and stakeholder interest integration and conflict management.Practical implicationsThe paper identified and prioritized the KRAs required for the effective SM in PPVC projects. To practitioners, the results may serve as decision support on the key areas to focus to ensure effective SM in PPVC projects and may guide the efficient allocation of limited resources.Originality/valueThis research constitutes the first exclusive attempt at identifying and benchmarking the generic KRAs required for effective SM in PPVC projects and contributes to the SM body of knowledge in industrialized construction.

The object of research is the processes of human resource management of projects in a multi-project environment. In a multi-project environment, the level of team autonomy within an organization can be different, and the lack of a resource control system at the portfolio level reduces the effectiveness of critical organization knowledge management. The main hypothesis of the study is the assumption that an adequate understanding of customer requirements is crucial to ensure project management, and the effectiveness of human resource management in a multi-project environment depends on the effectiveness of determining resource requirements in the formation of project teams.During the study, methods of system analysis are used in the study of human resource management processes and modeling of the formation of requirements for the project team. A competency-based approach is also used in the development of a method for generating resource requirements and an optimization theory apparatus for formulating and solving problems of forming project teams in multi-project environment under given restrictions.In order to reduce the likelihood of resource conflicts, it is proposed to analyze the initial data when forming requirements for the project team. Coordination of resource requirements at the stage of team formation will reduce the risks of resource conflicts during the implementation of projects included in the project portfolio. Possible results of the analysis of stakeholder requirements are considered.A method for generating resource requirements in a multi-project environment is proposed, based on an analysis of stakeholder interest in human resource management processes, taking into account the loyalty of stakeholders, which, unlike existing ones, takes into account the consistency of resource constraints defined by stakeholders. This will allow the formation of agreed requirements for the resources of projects and programs.The generated requirements are the initial data for building project teams using the proposed method of forming teams in a multi-project environment. A model of the process of forming requirements for the project team is built. For the purpose of automation, a software package has been developed that allows to generate options for building project teams with an indication of the characteristics of the options, which will further optimize the composition of the team., Объектом исследования являются процессы управления человеческими ресурсами проектов в мультипроектной среде. В мультипроектной среде уровень автономии команд в рамках организации может быть различным, а отсутствие системы контроля ресурсов на уровне портфеля снижает эффективность управления критическими знаниями организации. Основная гипотеза исследования состоит в предположении, что адекватное понимание требований заказчика имеет решающее значение для обеспечения управления проектами, а результативность управления человеческими ресурсами в мультипроектной среде зависит от эффективности определения требований к ресурсам при формировании команд проектов.В ходе исследования используются методы системного анализа при исследовании процессов управления человеческими ресурсами и моделировании процессов формирования требований к команде проекта. Также используются компетентностный подход при разработке метода формирования ресурсных требований и аппарат теории оптимизации для формулирования и решения задач формирования команд проектов в мультипроектной среде при заданных ограничениях.С целью снижения вероятности возникновения ресурсных конфликтов предложено проведение анализа исходных данных при формировании требований к команде проекта. Согласование ресурсных требований на этапе формирования команд позволит снизить риски возникновения ресурсных конфликтов при реализации проектов, входящих в портфель проектов. Рассмотрены возможные результаты анализа требований стейкхолдеров.Предложен метод формирования ресурсных требований в мультипроектной среде, основанный на анализе заинтересованности стейкхолдеров в процессах управления человеческими ресурсами с учетом лояльности заинтересованных сторон, который в отличие от существующих учитывает согласованность определенных стейкхолдерами ресурсных ограничений. Это позволит формировать согласованные требования к ресурсам проектов и программ.Сформированные требования являются исходными данными для построения команд проектов с применением предложенного метода формирования команд в мультипроектной среде. Построена модель процесса формирования требований к команде проекта. С целью автоматизации разработан программный комплекс, который позволяет формировать варианты построения команд проекта с указанием характеристик вариантов, что обеспечит дальнейшую оптимизацию состава команды., Об'єктом дослідження є процеси управління людськими ресурсами проектів в мультипроектному середовищі. У мультипроектному середовищі рівень автономії команд в рамках організації може бути різним, а відсутність системи контролю ресурсів на рівні портфеля знижує ефективність управління критичними знаннями організації. Основна гіпотеза дослідження полягає в припущенні, що адекватне розуміння вимог замовника має вирішальне значення для забезпечення управління проектами, а ефективність управління людськими ресурсами в мультипроектному середовищі залежить від ефективності визначення вимог до ресурсів при формуванні команд проектів.В ході дослідження використовуються методи системного аналізу при дослідженні процесів управління людськими ресурсами та моделюванні процесів формування вимог до команди проекту. Також використовуються компетентнісний підхід при розробці методу формування ресурсних вимог і апарат теорії оптимізації для формулювання та вирішення завдань формування команд проектів в мультипроектному середовищі при заданих обмеженнях.З метою уникнення ресурсних конфліктів запропоновано проведення аналізу вихідних даних при формуванні вимог до команди проекту. Узгодження ресурсних вимог на етапі формування команд дозволить знизити ризики виникнення ресурсних конфліктів при реалізації проектів, що входять до портфелю проектів. Розглянуто можливі результати аналізу вимог стейкхолдерів.Запропоновано метод формування ресурсних вимог в мультипроектному середовищі, заснований на аналізі зацікавленості стейкхолдерів в процесах управління людськими ресурсами з урахуванням лояльності зацікавлених сторін, який на відміну від існуючих враховує узгодженість певних стейкхолдерами ресурсних обмежень. Це дозволить формувати узгоджені вимоги до ресурсів проектів і програм.Сформовані вимоги є вихідними даними для побудови команд проектів із застосуванням запропонованого методу формування команд в мультипроектному середовищі. Побудовано модель процесу формування вимог до команди проекту. З метою автоматизації розроблено програмний комплекс, який дозволяє формувати варіанти побудови команд проекту з зазначенням характеристик варіантів, що забезпечить подальшу оптимізацію складу команди.

Research and justification of the impact of project team members' competences on the effectiveness of the IT project is proposed. In the modern world, information technology (IT) is becoming an integral part of the functioning of any enterprise, institution, organization, etc., as well as the privacy of each person. In the conditions of doing business and strong competition in the market of information services, the problem of obtaining a quality product, improving productivity, improving management, improving competitiveness becomes especially acute. Effective management of an IT project depends on the organization and formation of the project team. IT companies are constantly in need of new employees. Modern approaches to the formation of IT project management teams are based on the concept of competence work. The concept of managing a project team involves assessing the competence of employees based on their key qualities to perform their job responsibilities. A competent approach will ensure high management performance. The study examines the relationship between the effectiveness of the project's IT and the competencies of the project team members in terms of the execution of all processes in the project, which depend on the competencies, as well as the identification of the risk of failure of the process in the project. Harrington's generalized desirability feature provides a way of comparing project performance. These results depend directly on the overall assessment of the competencies of the project team members and affect the effectiveness of the project. The conclusions about the possibility of applying the conducted research in the development of an intelligent information system for assessing the competencies of the project team members were made. This will allow for a more thorough selection of applicants to the IT project team and improve management productivity.

Supplier evaluation and selection is essential to any organization, and planning an effective and comprehensive approach to that end seems inevitable. Meanwhile, determining the requisite criteria for evaluating and selecting suppliers is probably one of the most important steps to be taken towards developing an evaluation and selection model in the organization. In this article, first a review of the literature on the criteria and the field of supplier evaluation and selection are provided. These criteria are then placed into proper categories. In order to formulate a supplier evaluation and selection framework for the manufacturing organization under study, the implemented categorization is applied where a list of fifteen attributes and performance criteria is created; where upon it is secured with the help of a designated panel (project team). These features are then screened using Lawshe’s method the “social attribute” is removed from the list of fifteen. The remaining 14 other criteria are configured within the SEAP (Suppliers Evaluation based on Attributes and Performances) framework. The framework follows the objective of continually evaluating suppliers, both potential and actual ones through incorporating their performances into their qualification ratings. Based on the proposed framework, suppliers are evaluated on the basis of two types of criteria, - feature (attribute) and performance.

Стаття присвячена дослідженню можливостей застосування гнучкої методології Scrum при проектуванні Web-орієнтованих інформаційних систем. Визначено основні поняття Scrum-системи та наведено сутність цієї методології. Проаналізовано основні ролі та процеси при проектуванні Web-орієнтованих інформаційних систем на основі застосування SCRUM. Наведено особливості проектування Web-орієнтованих інформаційних систем в умовах застосування SCRUM. The article deals with the possibility of using flexible Scrum methodology at the stage of designing Web-oriented information systems and the features of designing under Scrum conditions. Designing is a decisive step in the development of any information systems, because it is this stage that lays the foundations and ways to implement ideas which determine the functioning of the system in the future. Therefore, in the process of designing Web-oriented information systems, it is important to observe the basic principles of design, as well as the schemes of implementation of this process. However, in order to achieve product stability, security and functionality sustainability, it is necessary to apply such methodology in the course of development, which will allow the constant monitoring and communication between project team members, ensuring the design process itself. The experience of designing Web-oriented information systems now shows that it is logically complex, requiring the expenditure of much labour and time work which requires highly qualified specialists who are members of the project team and are involved in this stage. Productivity, constant monitoring and interchangeable adapters are important. The basic processes of designing Web-oriented information systems based on the application of Scrum methodology are explored, the advantages and disadvantages are considered, as well as the roles, artifacts and processes are analyzed and substantiated. The ways of the efficiency increase and shortcomings elimination during the implementation of designing processes are presented. In conclusion it is necessary to mention that the use of flexible Scrum methodology both in designing and project management of Web-oriented information systems will ensure the possibilities of obtaining the qualitative final product and optimal resources and time use

Purpose This paper aims to provide a detailed case study of a corporate foresight for innovation (CFI) project done by the Higher School of Economics’ (HSE) (Moscow, Russia) corporate foresight (CF) unit for a large state-owned Russian service company. It demonstrates how CFI methods lead to recommendations and how these recommendations result in decisions. Design/methodology/approach Drawing from being part of the project team, review of the project documents and interviews, the case describes a multi-phased CFI project which incorporated several CF methods. Techniques used for the project itself included grand challenges and trend analysis, analysis of best practices through use of benchmarking and horizon scanning, interviews, expert panels, wild card and weak signals analysis, cross impact analysis, SWOT and backcasting. The project used a broad-base of secondary information, expert panels consisting of company experts and HSE CF team personnel, interviews with senior management and an extensive literature review using HSE’s propriety iFORA system. Findings In all 17 CFI recommendation and over 100 implementation recommendations were made; 94 per cent of the CFI recommendations were accepted with most implemented at the time this case was written. The case also identifies five enabling factors that collectively both helped the CFI project and led to a high rate of recommendation acceptance and one factor that hindered CFI project success. Practical implications The case study provides detailed information and insight that can help others in conducting CF for innovation projects and establishes a link between CF methods and innovation-based recommendations and subsequent decisions. Originality/value In-depth case studies that show academe and practitioners how CFI leads to recommendations and is linked to subsequent decisions have been identified as a gap in the literature. This paper therefore seeks to address this need by presenting a detailed CF case for a corporate innovation project.

The article identifies and analyzes the priority factors that have a significant impact on the formation of a motivational mechanism for project management in strategically oriented enterprises. It is determined that well-selected staff and not just staff, but each employee is indispensable for the success of both the individual project and the enterprise as a whole, and if the company in today's highly competitive industry seeks to develop, it cannot afford dispersion in the selection staff and in motivating staff. It is established that since the focus of the development of the motivational mechanism of project management was a person, there is a need to analyze the motivational impact on staff during the project. It is also analyzed that the establishment of the main motives of the project team members, allows us to conclude that they all affect the effectiveness of strategic management of the enterprise as a whole. The article presents and argues the structuring of motivators and demotivators of the motivational mechanism of project management, which allows to summarize the main factors influencing the project team and increase the strategic activity of each project stakeholder. The article states that the key to the success of any company that implements the project approach will be to develop a management strategy in which actions in the company and its internal structure will be as consistent as possible with external conditions, and for this the company must develop such a motivational mechanism of project management, which will correspond to the system of strategic management of the enterprise as a whole.

Among the many factors that cause project delays or cancellations are disruptions, that is, unforeseen events occurring during the implementation of a project, which postpone or interrupt the performance of project activities. Examples of disruptions include employee absenteeism, addition of new activities, and others. One way to deal with this type of events is to predict potential disruptions and prepare redundant resources to be used should a disruption occur (proactive approach). The focus of the present paper are human resources, in particular redundant project team competence frameworks, which allow to continue work on a project in the event of a disruption. Previous studies on planning competence frameworks regard insensitivity (robustness) to one type of disruption, caused by employee absenteeism (an absence of one, two, or three employees). The goal of this article is to present a proactive procedure that allows to seek competence frameworks robust to two types of disruptions: absence of one employee and addition of new activities not included in the project plan. Examples are provided to illustrate how the proposed approach can be used in practice.

Context: A stable team is deemed optimal for agile software development project success; however, all teams change membership over time. Newcomers joining an agile project team must rapidly assimilate into the organisational and project environment. They must do this while learning how to contribute effectively and without seriously interrupting project progress. Objective: This paper addresses how newcomers integrate into an established agile project team and how agile practices assist with onboarding. Method: A single, qualitative case study approach was used, investigating a co-located agile project team in a large IT department who regularly onboard inexperienced newcomers. Analysis was abductive, consisting of inductive coding and theming using categories from an existing onboarding theory. Results: We describe the team’s onboarding practices and adjustments and present an agile onboarding model that encompasses onboarding activities, individual adjustments, and workplace adjustments. Conclusions: A mixture of general and specific agile onboarding practices contribute to successful onboarding in an agile team. We provide practical guidelines to improve onboarding practice in agile teams. Our major new contribution is an extended model of onboarding for agile teams.

The objective of this study is to assess the association of project teams maturity with the accuracy of delivered projects in achieving project goals of a contracting manufacture company. This is a qualitative and quantitative empirical study with an explanatory approach. Eighteen project teams, comprising 122 professionals and 71 completed projects, were studied, aiming to correlate the maturity of teams with the accuracy of the performance of delivered projects. Evidence of a positive association between team maturity and the accuracy in achieving deadline and conformity goals was found. The importance of project team maturity as it relates to achieving pre-established performance targets was revealed. In addition to developing an original metric to measure maturity, this study uses the degree of achievement of goals - not simply linear gains in cost, conformity and time - as a project performance metric. Future studies should focus assertively on the goal achievement metric used here rather than on the diffuse search for vague performance maximization. Resumo: O objetivo deste estudo é avaliar a-associação da maturidade com a precisão no alcance das metas dos projetos. Trata-se de um estudo empírico qualitativo e quantitativo, com abordagem explicativa e exploratória. Foram estudadas 18 equipes de projeto, compostas por 122 profissionais e 71 projetos concluídos, com o objetivo de correlacionar a maturidade das equipes com a precisão do desempenho dos projetos entregues. Foram encontradas evidências de uma associação positiva entre a maturidade da equipe e a precisão no cumprimento das metas de prazo e conformidade. Foi revelada a importância da maturidade da equipe do projeto no que se refere ao alcance de metas de desempenho pré-estabelecidas. Além de desenvolver uma métrica original para medir a maturidade, este estudo usa o grau de alcance das metas - não apenas ganhos lineares em custo, conformidade e tempo - como uma métrica de desempenho do projeto. Estudos futuros devem se concentrar assertivamente na métrica de alcance de metas usada aqui, em vez de buscar a difusa ou vaga maximização do desempenho.

Construction projects require inputs from project team members having respective interests. Moreover, cooperation between team members is critically desired because their work is highly interdependent. Lacking cooperation therefore makes problem solving more difficult. A cultural change is therefore needed to inspire cooperation among team members. It is proposed that effective contractual strategies can be used to create a state of interdependence. This study examines the concept of interdependence and its drivers. The roles of interdependence in promoting cooperative work are proposed and tested empirically. It was found that cooperative behaviour can be derived from interdependent team members. Incentive schemes can be used to align objectives whereby creating a state of interdependence.

BACKGROUND Delayed discharges can be a systemic issue. Understanding the systemic factors that contribute to discharge inefficiencies is essential to addressing discharge inefficiencies. PURPOSE This article reports on a Lean Six Sigma approach and the process to identifying inefficiencies and systemic barriers to early discharge in a large US academic medical center. METHODS A qualitative methodology guided this project. In particular, direct observation methods were used to help the project team identify factors contributing to discharge inefficiencies. RESULTS Overall, findings suggest that establishing consistent multidisciplinary team communication processes was a contributing factor to reducing the inefficiencies around discharges. On a more granular level, key barriers included disparate communication systems, disruptors (specifically Kaizen bursts), and unique role challenges. CONCLUSIONS This article provides a framework for addressing discharge inefficiencies. Because the output of the process, a critical contributor to the overall outcome, is often not analyzed, this analysis provides value to others contemplating the same or similar process toward discharge efficiency.

Despite of its flexibility and scalability, many organizations still encountered challenges to successfully implement cloud solution. Migrating from legacy to cloud solution apparently required rigorous communication and coordination with cloud provider. TOGAF-based cloud adoption framework was designed to facilitate both the enterprise architecture and business strategy. This paper demonstrated how this framework was applied in a real case of cloud call center initiative. The step-by-step approach in this framework has assisted the project team to assess the extent of preparation effort, perform cloud solution selection process, and estimate the benefits to business.

Successful project consulting is both an art and a science, combining project planning and project management, communicating the vision of the work while tending to details, and satisfying the needs of executive stakeholders as well as those impacted by the change. Successful project consulting requires that pitfalls are avoided. A consensus and categorized list of seven common pitfalls experienced by consultants identifies scope creep, failure to identify stakeholders, misaligned expectations, miscommunications, lack of ownership, and changing priorities. While pitfalls can happen at each phase of a consulting project, these pitfalls may be avoided through purposeful communication, cooperation, supportive stakeholders, alignment with business objectives, a well-defined and approved project scope, and well-established processes for implementation. Typically, the five phases of a consulting project include 1) relationship building in the initial client meeting, 2) developing a conceptual agreement, 3) creating a scope of work document, 4) implementing the project work, and 5) identifying the completed results and next steps. During the first phase, the consultant and the client must identify the key stakeholders and a plan to build an ongoing communications pathway with the stakeholders. Before implementing the project, the consultant must develop the conceptual agreement and create a scope of work document. The conceptual agreement allows for planning the objectives and measures of success. The scope of work clarifies expectations including the selection of project team members, ensuring that skillsets match the project scope and the organization continues to be developed with a culture that remembers how to avoid common pitfalls.

The article discusses theoretical and methodological foundations for the formation of project management structures within the existing organizational management structure, based on quality management standards. Successful development and implementation of projects at enterprises require the application of modern principles and standards for professional activity and management of both projects and the enterprise as a whole. In the absence of a process-based approach to project management, their implementation takes place within the existing organizational structure, which is mostly not sufficiently adapted to the needs of project activity. The purpose of the article is to investigate the importance of global quality management standards for project activity management at an enterprise, as well as methodological approaches to design a project management structure based on these standards on a specific enterprise basis. The initial postulates of formation defined the methodological foundations of the world practice of quality project management (PMP, TQM) and quality standards (ISO 9000, ISO 14000, ISO 22000). Standards regulate the management system for any industry and the specifics of the activity, are general principles that are built on the modern management theory and the best experience of leading companies. Their application is becoming more widespread for Ukrainian enterprises, in particular for PrJSC “Firma “Poltavpyvo”. The key characteristics of these standards and their relationship with the effectiveness of business processes are outlined. Levers and tools of influence of management standards on increase of efficiency of economic activity of the enterprise, its project activity in particular are defined. Formation of a project team for PrJSC “Firma “Poltavpyvo” is proposed, by involving the main contractors from the existing organizational structure of management, in accordance with the requirements of quality management. The new structure envisages expert posts to be served by the Deputy Director-General for Technical Development and General Affairs, as well as the Head of Beer and Non-Alcoholic Beverages. They will carry out specialized tasks on their subject matter and will advise the project manager on their competence. The activities also include the creation of centers of responsibility, which will ultimately allow the company to provide significantly higher quality project management.

The article considers coaching and facilitation as tools for improvement of the group effectiveness in project team management. Content analysis of the «coaching» and «facilitation» definitions was presented. The aim of the study is revelation of the effectiveness of coaching in cooperation coordination and project team management. For that reason the author considers coaching as an effective tool for organization of team cooperation, making it possible to reveal and implement the potential of each member of the project and achieve synergetic effect for attaining objectives of the project. The article presents types of coaching, as well as advantages and disadvantages of coaching. Agile coaching was considered as the most effective tool for organization of team cooperation and project team management in implementing project activities on the basis of the flexible project management methodology. The article considers facilitation as the technology which improves team effectiveness, involvement and interest of the participants, as well as it unlocks their potential. Stages and methods of facilitation were presented. Advantages and disadvantages of facilitation were considered.

This paper describes the method of project risk analysis based on design thinking and explores the possibility of its application for industrial investment projects. Traditional and suggested approaches to project risk management have been compared. Several risk analysis artifacts have been added to the standard list of artifacts. An iterative procedure for the formation of risk analysis artifacts has been developed, with the purpose of integrating the risk management process into strategic and prompt decision-making during project management. A list of tools at each stage of design thinking for risk management within the framework of real investment projects has been proposed. The suggested technology helps to determine project objectives and content and adapt them in regards to possible; as well as to implement measures aimed at reducing these risks, to increase productivity of the existing risk assessment and risk management tools, to organize effective cooperation between project team members, and to promote accumulation of knowledge about the project during its development and implementation.The authors declare no conflict of interest.

PurposeDespite more than two decades of experience regarding the adoption and implementation of enterprise resource planning (ERP) systems in organizations, ERPs success is questionable. Though ERPs success stories are published in past research studies, the failure rate of ERP systems is relatively high. The purpose of this study was to find issues and challenges and assess the degree of criticality of these issues/challenges faced by organizations during ERP implementation.Design/methodology/approachFor doing systematic review/research synthesis systematic literature review (SLR) was carried out considering research studies published within the time period, i.e. 1999-2018. Three major steps such as planning, conducting and reporting were followed to proceed further in this study. This study attempted to accomplish a critical review of 53 studies out of 103 studies identified, which were published in reputable journals to synthesize the existing literature in the ERP domain. The studies selected have almost addressed different challenges/issues faced by small and large organizations during ERP implementation.FindingsResearch synthesis/SLR led to the identification of 31 issues/challenges, which may be termed as most critical based on their occurrence/frequency in past studies included. The topmost ten issues/challenges amongst 31 identified include top management approach, change management, training and development, effective communication, system integration, business process reengineering, consultants/vendors selection, project management, project team formation, team empowerment/skilled people and data conversing/migration. However, other issues/challenges identified such as security risks/data security, cloud awareness, functionality limitations, service level agreements and subscription expenses are more related to cloud ERPs.Originality/valueThe current study is unique in its kind, focusing on the issues and challenges faced by organization during implementing ERP projects. Moreover, this study contributes to understanding and further analyzing management capabilities for developing remedial measures while planning the implementation of an enterprise system in their organizations prior to the occurrence of different issues and challenges ahead. The study also led to understanding and explaining socio-technical issues and their severity.