Scheduling infrastructure projects in Polish local government units

• Autorzy: Marchwicka Ewa

Identyfikatory

DOI

10.29119/1641-3466.2020.147.16

• Języki publikacji: EN

Abstrakty

EN

Purpose: The purpose of this article is to identify scheduling problems in Polish local government units, examine the standards that are already used and identify the possibilities of improvement. For these reasons, three research questions are stated and then answered. Design/methodology/approach: A questionnaire method is used. The answers are collected from Polish local government units. A quantitative data analysis is performed, supplemented by an in-depth analysis of the open question answers. Findings: The results reveal that public projects do not always end on time and that standard scheduling and estimation are not always used. We provide recommendations for scheduling improvements. Research limitations/implications: The scheduling procedure is subject to further research, as it has not been verified and adjusted. Other countries’ insight is also needed. Practical implications: We believe that our work has a practical aspect for many Polish local government units and helps them in standardizing project scheduling supported by IT tools. Social implications: Infrastructure projects include the interests of local businesses and communities. Scheduling is a crucial element of providing project transparency and accountability, as well as enables communication with the stakeholders and the general public. Originality/value: The work tries to fill in the gap in standardizing scheduling practices in Polish local government units. The questionnaire data collected can also be used for further research.

Słowa kluczowe

EN

infrastructure projects; scheduling; project management

PL

projekty infrastrukturalne; harmonogramowanie; zarządzanie projektami

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2020
• Tom: z. 147
• Strony: 209--221
• Opis fizyczny: Bibliogr. 22 poz.

Twórcy

autor

Marchwicka Ewa

• Wroclaw University of Science and Technology, Poland

Bibliografia

• 1. Alford, J., Douglas, S., Geuijen, K., and t`Hart, P. (2017). Ventures in public value management: Introduction to the symposium. Public Management Review 19(5), 589-604. doi: 10.1080/14719037.2016.1192160.
• 2. Booker, J.M., Meyer, M.A. (2001). Eliciting and Analyzing Expert Judgment: A Practical Guide. Philadelphia: SIAM.
• 3. Brancato, G., Macchia, S., Murgia, M., Signore, M., Simeoni, G., Blanke, K., Körner, T., Nimmergut, A., Lima, P., Paulino, R., and Hoffmeyer-Zlotnik, J.H.P. (2006). Handbook of Recommended Practices for Questionnaire Development and Testing in the European Statistical System. Retrieved from https://www.istat.it/it/files/2013/12/Handbook_ questionnaire_development_2006.pdf, 25.09.2019.
• 4. Christensen, T., and Legreid, P. (2007). Transcending New Public Management: The Transformation of Public Sector Reforms. UK: Ashgate Publishing Group.
• 5. Crawford, L.H., and Helm, J. (2009). Government and governance: The value of project management in the public sector. Project Management Journal, 40(1), 73-87. doi:10.1002/pmj.2010.
• 6. DoD, and NASA (1962). DOD and NASA Guide: PERT/COST System Design. USA: U.S. Government Publishing Office.
• 7. Funk, E., and Karlsson, T. (2019). Twenty-Five Years of Studying New Public Management in Public Administration: Accomplishments and Limitations. Financial Accountability & Management, 9. doi: 10.111/faam.12214.
• 8. Gantt, H.L. (1974). Work, Wages and Profits. Easton. Pennsylvania: Hive Publishing Company.
• 9. GAO (2015). Schedule assessment guide – Best practices for project schedules. USA: U.S. Government Accountability Office.
• 10. IBM (1964). User Manual for IBM 1440 Project Control System (PCS).
• 11. Kelly, J.E., and Walker, M.R. (1959). Critical path planning and scheduling: An introduction. Ambler: Mauchly Associates.
• 12. Kivilä, J., Martinsuo, M., Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183. doi: 10.1016/j.ijproman.2017.02.009.
• 13. Liddle, J. (2018). Public value management and new public governance: key traits, issues and developments, In: E. Ongaro, and S. van Thiel (Eds.), The Palgrave Handbook of Public Administration and Management in Europe. Retrieved from https://www.palgrave.com/gp/book/9781137552686, 23.03.2020.
• 14. Malcolm, D.G., Roseboom, J.H., Clark, C.E., and Fazar, W. (1959). Application of a technique for research and development program evaluation. Operations research, 7(5), 646-669. doi: 10.1287/opre.7.5.646.
• 15. Martens, M., and Carvalho, M.M. (2016). Key factors of sustainability in project management context: A survey exploring the project managers perspective. International Journal of Project Management, 35(6).1084-1102. doi: 10.1016/j.ijproman.2016.04.004.
• 16. Nowak, M. (2014). Wspomaganie decyzji w planowaniu projektów. Warszawa: Difin.
• 17. PM Study Circle. Available online: https://pmstudycircle.com/2012/06/4-tools-to-estimate-costs-in-the-project-management/, 23.02.2020.
• 18. Project Management Institute (2017). A Guide to the Project Management Body Knowledge (PMBOK®Guide) – Sixth Edition. Newton Square: PMI.
• 19. Sinclair, M.A. (1975). Questionnaire design. Applied Ergonomics, 6(2), 73-80. doi: 10.1016/0003-6870(75)90299-9.
• 20. Trocki, M. (2013). Nowoczesne zarządzanie projektami. Warszawa: PWE.
• 21. Trocki, M. (2017). Metodyki i standardy zarządzania projektami. Warszawa: PWE.
• 22. Winch, G.M. (2010). Managing Construction Projects. Oxford: Wiley-Blackwell.