Selected methods of project and data analysis

• Autorzy: Gembalska-Kwiecień Anna

Identyfikatory

DOI

10.29119/1641-3466.2022.161.1

• Języki publikacji: EN

Abstrakty

EN

Purpose: Presentation of selected methods of project and data analysis - describes how data on ongoing projects should be collected, so that it can be used later, by applying the appropriate methodology. Design/methodology/approach: Literature research of the subject was carried out. Finding: Having a methodology for data collection leads, in the long term, to the implementation of a system that allows the use of this methodology. The system should provide information to help make better decisions, reducing or eliminating the risk of project failure. Practical implications: Development of a methodology of data collection and analysis on this basis. Originality/value: The implemented projects are comparable with each other and, on this basis, it can be argued that identifying the risks that have occurred in the past, during the implementation of various stages of projects, can contribute to more effective risk management during the implementation of current and future projects.

Słowa kluczowe

EN

company management; data analysis methods; project risk

PL

zarządzanie firmą; metody analizy danych; ryzyko projektowe

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2022
• Tom: z. 161
• Strony: 7--22
• Opis fizyczny: Bibliogr. 28 poz.

Twórcy

autor

Gembalska-Kwiecień Anna

• Silesian University of Technology, Faculty of Organization and Management, Institute of Economics and Informatics

• https://orcid.org/0000-0001-9275-0447

Bibliografia

• 1. A Guide to the Project Management Body of Knowledge (PMBOK Guide). Project Management Institute Global Standard, ANSI/PMI 08-001-2012.
• 2. Atkinson, R., Crawford, L., Ward, S. (2006). Fundamental uncertainties in projects and the scope of project management. International Journal of Project Management 24, pp. 687-698.
• 3. Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria. International Journal of Project Management, Vol. 17, No. 6, pp. 337-342.
• 4. Bea, R., Mitroff, I., Farber, D., Foster, H., Roberts, K. (2009). A new approach to risk: The implications of E3. Risk Management, 11, 1, pp. 73-79.
• 5. Belassi, W., Tukel, O.I. (1996). A new framework for determining critical success/failure factors in projects. International Journal of Project Management, 14, 3, pp. 141-151.
• 6. Cooke-Davies, T. (2002). The "real" success factors on projects. International Journal of Project Management, 20, pp. 185-190.
• 7. Corvellec, H. (2009). The practice of risk management: silence is not absence. Risk Management, 11, pp. 285-304.
• 8. Dowie, J. (1999). Against risk. Risk Decision and Policy, 4(1), pp. 57-73.
• 9. Dvir, D., Raz, T., Shenhar, A. (2003). An empirical analysis of the relationship between project planning and project success. International Journal of Project Management, 21, pp. 89-95.
• 10. Gardiner, P.D., Stewart, K. (2010). Revisiting the golden triangle of cost, time and quality: the role of NPV in project control, success and failure. International Journal of Project Management, 18, pp. 251-256.
• 11. Gembalska-Kwiecień, A. (2017). Development of an innovative methodology supporting project risk management in the manufacturing company of the automotive industry. 6th International Conference on Operations Research and Enterprise Systems. ICORES 2017, Porto, Portugal, 23-25 February, 2017. Final program and book of abstracts., SciTePress - Science and Technology Publications, p. 32.
• 12. Gembalska-Kwiecień, A. (2021). Opracowanie metodyki wspomagającej zarządzanie ryzykiem realizacji projektów w przedsiębiorstwie produkcyjnym. Miasto, przedsiębiorstwo i społeczeństwo w gospodarce 4.0: wybrane aspekty. I. Jonek-Kowalska (ed.). Warszawa: CeDeWu, pp. 89-102.
• 13. Gembalska-Kwiecień, A. (2020). The functioning of the work safety management system in a selected enterprise and the problem of employee participation. Sil. Univ. Technol. Sci. Pap., Organ. Manage., no. 142, pp. 153-165.
• 14. Hand, D., Mannila, H., Smyth, P. (2006). Eksploracja danych. Warszawa: WNT.
• 15. Jaafari, A. (2001). Management of risks, uncertainties and opportunities on projects: time for a fundamental shift. International Journal of Project Management, 19, pp. 89-101.
• 16. Larose, D. (2006). Odkrywanie wiedzy z danych. Warszawa: PWN.
• 17. Musgrove, J. (2008). If You Build It, They Will Come - Making Project Historical Data Useful, 2008 AACE International Transactions. 2nd AACE International Annual Meeting: Toronto, Canada, June 29-July 2, 2008.
• 18. Office of Government Commerce (2010). PRINCE2™ - Skutecznie zarządzanie projektami. The Stationary Office.
• 19. Perminova, O., Gustafsson, M., Wikstrom, K. (2008). Defining uncertainty in projects - a new perspective. International Journal of Project Management, 26, pp. 73-79.
• 20. Pickett, T., Elliot, B. (2007). Transforming Historical Project Data into Useful Information. AACE International Transactions, AACE International, Morgantown, WV.
• 21. Pritchard, C. (2002). Zarządzanie ryzykiem w projektach. Teoria i praktyka. Warszawa: WIG PRESS.
• 22. Raz, T., Michael, E. (2001). Use and benefits of tools for project risk management. International Journal of Project Management, 19, pp. 9-17.
• 23. Rutkowski, I. (2013). Zmodyfikowane metody analizy portfelowej i ich zastosowanie do oceny projektów innowacji produktowych. Nauki o Zarządzaniu [Management Sciences] 4(17). Wrocław: Wydawnictwo Uniwersytetu Ekonomicznego we Wrocławiu.
• 24. Sauser, B.J., Reilly, R.R., Shenhar, A.J. (2009). Why projects fail? How contingency theory can provide new insights - A comparative analysis of NASA's Mars Climate Orbiter loss. International Journal of Project Management, 27, pp. 665-679.
• 25. Smith, D., Fischbacher, M. (2009). The changing nature of risk and risk management: The challenge of borders, uncertainty and resilience. Risk Management, 11, pp. 1-12.
• 26. Stowarzyszenie Project Management Polska (2009). Polskie Wytyczne Kompetencji IPMA® wersja 3.0. Gdańsk: Stowarzyszenie Project Management Polska.
• 27. Turner, J. (2004). Five necessary conditions for project success. International Journal of Project Management, 22, pp. 349-350.
• 28. Ward, S., Chapman, Ch. (2003). Transforming project risk management into project uncertainty management. International Journal of Project Management, 21, pp. 97-105.

Uwagi

PL

Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).