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Integrative approach to implementing labor productivity projects in large industrial companies operating on the territory of the Perm krai of the Russian Federation

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EN
Abstrakty
EN
A purposeful growth in efficiency of large industrial companies largely depends on a balanced decision-making concerning the content, the cost, and the quality of corporate projects to increase business productivity. A traditional project management methodology does not allow improving all project’s parameters simultaneously. This leads to difficulties in implementing the developed measures and in providing the planned productivity growth. To search balanced decisions in labor productivity projects it is suggested to use an integrated approach, focused on a range of efficient instruments from allied management fields. It is recommended to integrate project man-agement methodology with some instruments of strategic and innovative management, production systems development concepts LEAN, QRM and Agile, human resource and project portfolio management. A model of an integrated approach to labor productivity projects, which was developed and tested, is reasonable to use in large companies to develop hi-tech products and conduct organizational changes.
Wydawca
Rocznik
Tom
Strony
38--45
Opis fizyczny
Bibliogr. 27 poz., rys., tab.
Twórcy
autor
  • Perm National Research Polytechnic University Komsomolskiy prospect, 29, Perm, Russia
  • Perm State University Bukireva street, 15, Perm, Russia
  • Perm State Bukireva Street, 15, Perm, Russia
  • Voronezh State University Universitetskaya Square, 1, Voronezh, Russia
Bibliografia
  • [1] O.B. Ivanov, Е.М. Buchwald. (2019). „National Productivity Project: The key to the "economic spurt" for Russia”. ETAP: Economic theory. Analysis. Practice, no. 3, pp. 28-41. Available: https://doi.org/10.24411/2071-6435-2019-10078
  • [2] A.E. Keegan, R. Turner. (2002). „The Management of Innovation in Project-Based Firms”. Long Range Planning, vol. 35, no. 4, pp. 367-388. Available: http://dx.doi.org/10.1016/S0024-6301(02)00069-9
  • [3] R.K. Wysocki. (2019). „Effective Project Management: Traditional, Agile, Extreme, Hybrid”. 8th Edition. New York, Wi-ley.
  • [4] Ja. Vrchota, P. Rehor. (2019). „Project management and innovation in the manufacturing industry in Czech Repub-lic”. Procedia Computer Science, no. 164, pp. 457-462. Available: https://doi.org/10.1016/j.procs.2019.12.206
  • [5] A.S. Gamage. (2015). „The Role of HRM in Improving Labour Productivity: An Analysis of Manufacturing SMEs in Japan”. Sri Lankan Journal of Human Resource Management, vol. 5, no. 1, pp. 44-59. Available: file:///F:/%D0%B7%D0%B0%D0%B3%D1%80%D1%83%D0%B7%D0%BA%D0%B8/5627-20051-1-SM%20(1).pdf
  • [6] Р. Preenen, R. Vergeer, K. Kraan (2017). „Labour produc-tivity and innovation performance: The importance of internal labour flexibility practices”. Economic and Industrial Democracy, vol. 38, no. 2, pp. 271-293. Available: https://doi.org/10.1177/0143831X15572836
  • [7] М.М. Shagufta, S.S. Orr. (2021). „Agile practices and performance: Examining the role of psychological empowerment”. International Journal of Project Management, vol. 39, no. 1, pp. 10-20. Available: https://doi.org/10.1016/j.ijproman.2020.09.002
  • [8] Yu.V. Dolzhenkova, M.V. Field, E.V. Kamneva (2019). „The state and prospects for employee productivity growth as part of the national project "Productivity and Employment Support”. Economy. Taxes. Right, 12(6): vol. 12, no. 6, pp. 6-16. Available: https://doi.org/10.26794/1999-849X-2019-12-6-6-16
  • [9] R. Picciotto. (2020). „Towards a ‘New Project Management’ movement? An international development perspective”. International Journal of Project Management, vol. 38, no. 8, pp. 474-485. Available: https://doi.org/10.1016/j.ijproman.2019.08.002
  • [10] „A Guide to the Project Management Body of Knowledge, (PMBOK Guides)”. (2004). Тhird Edition. Newtown: Project Management Institute.
  • [11] C.G. Bocea. (2011). „Рroject based organization – an integrated approach”. Management & Marketing, vol. 9, no. 2, pp. 265-273. Available: http://www.mnmk.ro/docu-ments/2011-2/9_Bocean%20FFF.pdf
  • [12] D.F. Cioffi. (2020). „Managing Project Integration”. 1st edition. Auckland: Berrett-Koehler Publishers.
  • [13] S.M. Lo, H.P. Shen, J.C. Chen. (2017). „An integrated approach to project management using the Kano model and QFD: an empirical case study”. Total Quality Management & Business Excellence, vol. 28, no. 13-14, pp. 1584-1608. Available: https://doi.org/10.1080/14783363.2016.1151780
  • [14] M.Y. Parfenova. (2013). „Methodological aspects of an integrative approach to management based on the conver-gence of classical approaches”. Humanitarian, socioeconomic and social sciences: scientific electronic journal, no. 4, pp. 2-10. Available: https://www.online-sci-ence.ru/m/products/economi_sciense/gid607/pg0/
  • [15] V. Goel, R. Agrawal, V. Sharma. (2017). „Factors affecting labour productivity: an integrative synthesis and productivity modelling”. Global Business and Economics Review, vol. 19, no. 3, pp. 299-322. Available: http://dx.doi.org/10.1504/GBER.2017.083964
  • [16] „Passport of the national project "Labor productivity and employment provision". (2018). Available: http://govern-ment.ru/info/35567/
  • [17] „Design management systems. Innovation Management Guide. Russia Standard 55347-2012”. (2014). Мoscow: StandardInform.
  • [18] „Innovative management. Innovation Management Guide. Russia Standard 57313-2016”. (2017). Мoscow: StandardInform.
  • [19] „BS 7000-1:2008 Design management systems. Guide to managing innovation”. (2008). London: British Standards Institution.
  • [20] E. Lander, J.K. Liker. (2007). „The Toyota Production System and Art: Making Highly Customized and Creative Products the Toyota Way”. International Journal of Production Research, vol. 45, no. 16, pp. 3681-3698. Available: https://doi:10.1080/00207540701223519
  • [21] L. Wilson. (2015). „How To Implement Lean Manufacturing”. Second Edition, 2nd Edition. Philadelphia, McGraw-Hill Education.
  • [22] R. Suri. (2016). „It’s About Time: The Competitive Advantage of Quick Response Manufacturing”. Portland: Productivity Press.
  • [23] M.G. Filho, A.C. Marchesini, R.N. Vandaele, D.C. Ganga. (2017). „The extent of knowledge of Quick Response Man-ufacturing principles: an exploratory transnational study”. International Journal of Production Research, vol. 55, no. 17, pp. 4891-4911. Available: https://doi.org/10.1080/00207543.2016.1268729
  • [24] C.R. Borba, L.C. Trabasso, M.V. Pessôa. (2019). „Agile Management in Product Development”. Research-Technology Management, vol. 62, no. 5, pp. 63-67. Available: https://doi.org/10.1080/08956308.2019.1638488
  • [25] „A Guide to the Project Management Body of Knowledge (PMBOK(R)”. (2017). Sixth Edition. Newtown: Project Management Institute.
  • [26] М. Cohn. (2015). „Agile Estimating and Planning”. 1st Edition. Harlow, Pearson.
  • [27] K. Rubin. (2012). „Essential Scrum: A Practical Guide to the Most Popular Agile Process”, 1st Edition. Reading, Addison-Wesley Professional.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-745b8ecf-924b-45ce-a50f-cd99990b8850
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