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Project management in turbulent times of complexity of social and technological systems

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The aim of the article is a Viewpoint based on the General Review of the state of knowledge regarding current trends in project management, taking into account the high volatility of the environment and the increasing complexity of social and technological systems. Design/methodology/approach: The article presents a narrative review of the literature and refers to the results of the author's own research. Findings: With the increasing volatility of the environment and the increasing complexity of social and technological systems, the importance of using hybrid project management and the process approach to management in organisations will increase. Practical implications: Nowadays, a vast majority of organisations manage projects in a traditional way. Observations contained in the article will contribute to the potential attention of decision-makers and the implementation of new management methods in organisations. Social implications: Projects are not only inscribed in the activities of the organisation but also their results affect the quality of life of the population. By improving the efficiency of project management activities, it is possible to significantly affect the quality of people's lives. Originality/value: The article presents the significance of hybrid project management and the process approach in turbulent times of complexity of social and technological systems in a systematic and review way.
Rocznik
Tom
Strony
261--271
Opis fizyczny
Bibliogr. 28 poz.
Twórcy
  • Silesian University of Technology, Faculty of Management and Organisation
Bibliografia
  • 1. Ansari, R. (2019). Dynamic Simulation Model for Project Change-Management Policies: Engineering Project Case. Journal of Construction Engineering and Management, 145(7), 22.
  • 2. Antony, J., Lizarelli, F.L., Fernandes, M.M., Dempsey, M., Brennan, A., McFarlane, J. (2019). A study into the reasons for process improvement project failures: results from a pilot survey. International Journal of Quality & Reliability Management, 36(10), 1699-1720.
  • 3. Boehm, B., Turner, R. (2005). Management challanges to implementing Agile Processes in traditional development organizations. IEEE Software, 22(5).
  • 4. Bordley, R.F., Keisler, J.M., Logan, T.M. (2019). Managing projects with uncertain deadlines. European Journal of Operational Research, 274(1), 291-302.
  • 5. Camison-Haba, S., Clemente-Almendros, J.A., Gonzalez-Cruz, T. (2019). How technology-based firms become also highly innovative firms? The role of knowledge, technological and managerial capabilities, and entrepreneurs' background. Journal of Innovation & Knowledge, 4(3), 162-170.
  • 6. Cohen, D., Lindvall, M., Costa, P. (2004). An introduction to agile methods. Advances in Computers, Vol. 62, iss. 62, 1-66.
  • 7. Conforto, E.C., Salum, F., Amaral, D.C., da Silva, S.L., de Almeida, L.F.M. (2014). Can Agile Project Management Be Adopted by Industries Other than Software Development? Project Management Journal, 45(3), 21-34.
  • 8. Crama, P., Sting, F.J., Wu, Y.Z. (2019). Encouraging Help Across Projects. Management Science, 65(3), 1408-1429.
  • 9. da Costa, J.M.H., Amaral, C.S.T., Fernandes, S.D., Rozenfeld, H. (2019). A new way to diagnose the new product development process based on recurring current reality trees. Business Process Management Journal, 25(4), 667-687.
  • 10. Davidson, E., Chiasson, M. (2005). Contextual influences on technology use mediation: a comparative analysis of electronic medical record systems. European Journal of Information Systems, 14(1), 6-18.
  • 11. De Benedittis, J. (2019). Transition between temporary organizations: Dimensions enabling economies of recombination. International Journal of Project Management, 37(7), 912-929.
  • 12. Dolata, M. (2019). The sources of competitive advantage from the perspective of project management - results of empirical studies. Management-Poland, 23(1), 75-89.
  • 13. Gomes, F., Oliveira, M., Chaves, M.S. (2018). An analysis of the relationship between knowledge sharing and the project management process groups. Knowledge and Process Management, 25(3), 168-179.
  • 14. Jalocha, B. (2019). The European Union's multi-level impact on member state projectification in light of neoinstitutional theory. International Journal of Managing Projects in Business, 12(3), 578-601.
  • 15. Karlsson, B., Kurkkio, M., Hersinger, A. (2019). The role of the controller in strategic capital investment projects: bridging the gap of multiple topoi. Journal of Management & Governance, 23(3), 813-838.
  • 16. Katayama, E.T., Goldman, A. (2011). From Manufacture to Software Development: A Comparative Review. Agile Processes in Software Engineering and Extreme Programming, 77, 88-101.
  • 17. Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and controlling. Hoboken, NJ: John Wiley & Sons.
  • 18. Kloppenborg, T.J., Tesch, D. (2015). How Executive Sponsors Influence Project Success. Mit Sloan Management Review, 56(3).
  • 19. Komus, A., Kuberg, M., Schmidt, S., Rost, L., Koch, C.-P., Bartnick, S. et al. (2020). Status Quo (Scaled) Agile 2019/20. 4th International Survey. Benefits and Challenges of (Scaled) Agile Approaches. Koblenz.
  • 20. Kotarbiński, T. (1999). Dzieła wszystkie. Prakseologia. Część 1. Wrocław: Zakład Narodowy im. Ossolińskich, Wydawnictwo Polskiej Akademii Nauk (Ossolineum).
  • 21. Kwak, Y.H., Anbari, F.T. (2009). Availability-Impact Analysis of Project Management Trends: Perspectives From Allied Disciplines. Project Management Journal, 40(2), 94-103.
  • 22. Li, C.L., Hall, N.G. (2019). Work Package Sizing and Project Performance. Operations Research, 67(1), 123-142.
  • 23. Liberatore, M.J., Pollack-Johnson, B. (2003). Factors influencing the usage and selection of project management software. IEEE Transactions on Engineering Management, 50(2), 164-174.
  • 24. Marques, G., Gourc, D., Lauras, M. (2011). Multi-criteria performance analysis for decision making in project management. International Journal of Project Management, 29(8), 1057-1069.
  • 25. Martens, C.D.P., Franklin, J.M., Mauro, L.M., Silva, F., De Freitas, H.M.R. (2018). Linking entrepreneurial orientation to project success. International Journal of Project Management, 36(2), 255-266.
  • 26. Masciadra, E. (2017) Traditional Project Management, Vol. 5. Knowledge Management and Organizational Learning. Springer Nature, pp. 3-23.
  • 27. Maylor, H., Turkulainen, V. (2019). The concept of organisational projectification: past, present and beyond? International Journal of Managing Projects in Business, 12(3), 565-577.
  • 28. Midler, C. (2019). Projectification The forgotten variable in the internationalization of firms' innovation processes? International Journal of Managing Projects in Business, 12(3), 545-564.
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).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-961a4d32-0830-463b-8680-6e33a63ab347
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