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1

Stakeholder identification as a determinant of sustainable project management

Dziadkiewicz Anna, Sokołowska Ewelina, Jerzemowska Magdalena

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 156

141--155

EN

Purpose: The purpose of this paper is to present part of a report on stakeholder analysis (indicating the importance of stakeholder identification and prioritisation) in projects implemented by sustainability-oriented teams. Design/methodology/approach: The results were obtained based on a focus group interview with forty-eight participants - representtatives of different organisations, experienced in project management and possessing expertise on the tourism industry in Pomerania. The study was carried out in Gdańsk, from May to September 2021. Findings: The results of the study showed that an effective policy regarding sustainable development measures should be based on intensive stakeholder outreach. The determinant of this effectiveness is to entail proper and comprehensive stakeholder identification, which can play a key role in the success of any investment. Research limitations/implications: The purpose of the marketing research on stakeholder identification and mapping is to provide insights on the public opinion in this regard. In the course of the study, some limitations were recognised. Firstly, the sampling techniques involving audience generation and data filtering, such as data collection from only those persons who had participated in a focus survey, certainly resulted in a bias in the type of the data collected. Secondly, the study, due to the outbreak of the pandemic, was limited to 2021 only, and despite the implementation of selected projects in five countries in the South Baltic region, it was conducted in Poland exclusively, due to limited travel possibilities. Practical implications: The research was commissioned by a real project team and concerned the operating environment of the tourism enterprises in the Pomerania region. The survey results were applied in practice and served as a project implementation indicator. Social implications: The research topic of stakeholder identification as a component of sustainable development policy undoubtedly has impact on the society. This is because it leads to the promotion of an approach that takes the balance between the actions undertaken for the environment and the local community as well as corporate profit generation into account. Originality/value: It is the first study of this kind (on the Polish market at the least), examining the sustainable development approach in international projects, in the context of stakeholder outreach.

2

Project success and communication with stakeholders

Targiel Krzysztof S.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 155

527--534

EN

Purpose: The aim of this paper is to analyze possibilities of using sentiment analysis in project management. Design/methodology/approach: The research methods used in the article were desk research analysis of available source data on the success of project. Then additional research was done on methods of sentiment analysis. Findings: During the course of this work was found a way of use sentiment analysis to improve project management. Research limitations/implications: The proposed idea necessitates research on the verification of the usefulness of the proposed indicators. Practical implications: The indicators proposed in the work have the potential to be used in the project management support application. Originality/value: Novelty of proposed paper are idea of two indicators for improvement project management

3

Project manager type and project success

Kamiński Robert

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 157

195--206

EN

Purpose: In the literature relatively little attention is paid to the project manager’s background, i.e., to the importance of whether the project manager is a line manager, a line employee of the organisation in question who is no one’s supervisor or whether the project manager is involved solely in project management. The purpose of this paper is to answer the question of how the type of project manager is related to project success. Design/methodology/approach: The research hypothesis was formulated and the results of the empirical studies were presented. The empirical verification of the research hypothesis was accomplished through survey research in Europe and USA. Findings: Based on the empirical data obtained, it was concluded that in terms of all three project parameters (scope, time and cost), the project manager, who is also a line manager, was the most successful. The empirical research indicated a possible relationship between project manager type and project success. Research limitations/implications: In the analysis, it should be borne in mind that there are other several internal and external factors responsible for potential problems in meeting the project scope, schedule and budget. Practical implications: Project management by line managers can be a sound basis for the interaction of processes and projects, manifesting itself, for example, in the transfer of knowledge between processes and projects during the activity of solving problems, especially those lying at the interface of one type of activity and another. Originality/value: The results obtained should draw attention to the need to complement previous research characterising the ideal or effective project manager with a new variable, the type of project manager.

4

Innovation and sustainability as a crucial trend in energy sector project management – literature review

Jarosz Szymon, Sołtysik Mariusz, Zakrzewska Małgorzata, Włodyka Karol, Mesjasz Czesław, Kozłowski Artur

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 157

173--194

EN

Purpose: Project management is a universally recognized methodology for business and project activities. Organisations are increasingly using project activities to achieve strategic benefits. It is purposed to optimize the time, human and financial resources, without deviating from the planned quality of the final product of the project and while maintaining the principles of sustainability. The energy sector is no exception. The purpose of this paper is to determine trends in energy sector project management. Design/methodology/approach: To present the research concerning project management in energy sector innovations the literature review process was carried out. The analysis of keywords, abstract, and on this basis further deeper analysis of scientific texts allowed to identify trends in project management in the energy sector. There is a research gap in research summarizing trends in the description of the issue of project management in the energy sector. Findings: The literature analysis presented indicates that the interest of scientists is largely directed towards sustainable projects in the energy sector. This has to do with global trends not only in the energy sector but in every sector of the economy. Energy project management should continue to focus on becoming more sustainable, especially when more and more organizations are aware that their strategy should include ecological sustainability, such as eco-innovation and environmental innovation. Originality/value: It is one of the few scientific texts that touches on the problem of project management in the energy sector. In terms of implications, studies have shown that particular emphasis should be placed on the aspects of project teams creating sustainable innovations for the sector, as well as neutralizing the carbon footprint of the project teams themselves.

5

General assumptions for project management in Industry 4.0

Gajdzik Bożena, Kopeć Grzegorz

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2022

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z. 157

133--144

EN

Purpose: Authors of the paper develop the main assumptions for project management in the Industry 4.0, and present them in the short form as basic knowledge, useful for managing smart manufacturing (SM) projects in companies. Design/methodology/approach: the process of preparing SM (smart manufacturing) projects and their implementation, in the Fourth Industrial Revolution, have been changed, due to the importance of the issue of linking more and more intelligent machines, IT-computer programs and monitored processes into integrated technological systems of key importance for the construction of cyber-physical production systems (CPS). The paper applies a conceptual analysis of possible areas of change in project management (PM) when enterprises build the smart manufacturing (SM). Findings/conclusions: companies building the smart environment must adapt their organization of project management to the new requirements and opportunities of Industry 4.0 (I 4.0) technologies. Research limitations: the narrow scope of knowledge about the ongoing changesin SM project management is due to the short period of experience (the Industry 4.0 concept has been implemented since 2011), therefore the authors have only presented the framework of changes in organization of project management. Practical implications: the authors' intention was to initiate a practical discussion about the changes in project management in the ongoing industrial revolution. Originality/value: Since 2011, when the government of the Federal Republic of Germany recognized the concept of "Industrie 4.0" as the key strategy of innovative development, Industry 4.0 has become an important discussed topic among practitioners and researchers. The fourth industrial revolution is expected to result in a leap in the efficiency of companies operating in the intelligent technological environment. Key technologies or pillars of Industry 4.0 are implemented in manufacturing enterprises to build the smart manufacturing processes. Enterprises develop new projects and make investments in order to create Cyber-Physical Production Systems (CPPS).

6

Managing military equipment projects in the new economic reality

Horzela Izabela, Owczarczyk Paweł

Wiedza Obronna

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2022

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nr 3

265--285

EN

The process of modernization of the Polish Armed Forces has been going on almost continuously since its inception to enable the implementation of the country's military strategy. The purpose of the article is to present issues related to the specifics of the implementation of projects for the provision of military equipment and project management methods used in the arms industry in the current economic reality. In the presented article, using the analysis and synthesis of available materials, the current economic and military situation strongly conditioned by the current actions of the Russian Federation in Ukraine is presented. The requirements for the Polish armaments industry are taken into account in this aspect. In the further part of the article, the authors will focus on presenting the specifics of the operation of armaments industry enterprises and the role they occupy in the system of ensuring the supply of equipment to the Polish Armed Forces. The specific conditions occurring in the implementation of projects in the armaments industry and the most commonly used project methodologies in the industry will also be described. The concept of project implementation efficiency is defined, and the results of research undertaken in this regard are presented. In the conclusions are included conclusions on the issues undertaken.

7

Efficiency of project management in higher education establishments on the example of Gdynia Maritime University

Kizielewicz Joanna, Winiarska Magdalena, Skrzeszewska Katarzyna, Szelągowska-Rudzka Katarzyna

Management

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2022

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Vol. 26, no. 1

164--188

EN

Project management is sufficiently described in the source literature. However, numerous published scientific works refer mainly to examples of good practice in project management in business entities, and unfortunately higher education establishments (HEE) are marginally analysed. Therefore, the analyses defined in study aim to evaluate the performance indicators of project management in universities, on the example of Gdynia Maritime University. In the studies the research in action method was applied as well as the technique of direct interview with project or department managers involved in the project implementation. The analyses covered selected projects that were implemented at the University between 2017 and 2021. Moreover, research questions were formulated, i.e., 1) Which indicators are used to assess the efficiency of project management at HEE?, 2) Does the surveyed HEE analyse the project management efficiency assessment? In order to conduct the study, the Author’s indicators were proposed to assess the efficiency of process management during the implementation of projects in HEE and these were applied in the analysis presented in this article. It was found that the surveyed university does not apply indicators to assess the efficiency of project management. Whereas the use fulness of indicators proposed by the Authors to study the efficiency of project management was confirmed by calculations performed. On these grounds, the Authors recommend the University authorities should consider implementing these indicators.

PL

Zarządzanie projektami jest solidnie opisane w literaturze przedmiotu. Jednakże liczne opublikowane prace naukowe odnoszą się głównie do przykładów dobrych praktyk w zarządzaniu projektami w podmiotach gospodarczych, a niestety jednostki szkolnictwa wyższego są traktowane marginalnie. Celem badań w niniejszej pracy jest zatem ocena wskaźników efektywności zarządzania projektami w uczelniach wyższych, przy czym jako przykład wybrano Uniwersytet Morski w Gdyni. W badaniach posłużono się metodą obserwacji uczestniczącej oraz techniką wywiadu bezpośredniego z kierownikami projektów lub działów zaangażowanych w realizację projektów. Badaniom poddano wybrane projekty, które realizowane były na Uczelni w okresie 2017-2021. Sformułowano również pytania badawcze tj. 1) Jakie wskaźniki wykorzystywane są do oceny efektywności zarządzania projektami w HEE?, 2) Czy w badanej HEE prowadzone są analizy oceny efektywności zarządzania w projektach? W celu przeprowadzenia badań zaproponowane zostały autorskie wskaźniki oceny efektywności zarządzania przy realizacji projektów na uczelniach i zastosowano je w analizie zaprezentowanej w artykule. Stwierdzono, że badana uczelnia nie stosuje wskaźników oceny efektywności zarządzania projektami. Natomiast użyteczność tych zaproponowanych przez Autorki do badania efektywności zarządzania projektami potwierdziły przeprowadzone obliczenia. Na ich podstawie Autorki rekomendują

8

The Key Role of the Dimensions of Supply Chain Management on the Success of the Project Completion Process

Rifai Firas, Yousef Suzan, Yousif Abdelsatar

Logistics and Transport

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2022

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Vol. 53-54, No. 1-2

99--117

EN

From studies, reports, and information, we can see that the Supply Chain Management System (SCMS) has a major impact on project success. The Supply Chain Management (SCM) plays an important role in achieving potential cross-company success because the SCMS allows us to control the development, design, management and identification of the most effective and efficient inputs, information and other resources required to complete the project. An effective SCMS is of essential importance for the strength of the competition and for the success of the entire organization. Therefore, the competitive advantage in this new environment no longer depends on the company's performance, but also on the entire supply chain partners, including competitors. The main objective of this research is to conduct the relationship between the supply chain management system, project success, project performance, to identify, and to determine the potential impact of SCM on project completion and success. In this study, a random sample was drawn from a population made up exclusively of construction companies, and project departments from other companies in Amman, the capital of Jordan. As a tool for data collection, we chose a questionnaire. Based on this, many statistical analyzes were carried out and the hypotheses of this study were tested. As a result of this test, we found out that in general there is a clear and positive relationship between supply chain management and project completion. The dimensions of supply chain management (knowledge, skills, and tools) have different effects on the project closure process. The knowledge dimension has the strongest effect.

9

Evaluating logistic systems of building materials supply

Rzepecki Łukasz

Journal of civil engineering and transport

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2022

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Vol. 4, No. 3

67--76

EN

There are many logistical tasks in the field of supplying construction materials, as well as financial and information flows in construction projects. All logistical processes related to the flow of resources, physical, informational, and financial, occurring between the different elements of the company's structure make up its logistical system. One of the many decisions made during the planning of a construction project is the choice of how to control the logistics system of supply. It is impossible to indicate a universal system that will optimally meet the needs of many construction projects due to the individual nature of each project. Properly selected type of logistic service and structure of logistic system allow one to reduce risk in supply chain management. This paper proposes a multi-criteria analysis to evaluate the models of the logistic system of supply in the execution of a construction project. The Analytic Hierarchy Process AHP was used for the comparative evaluation, allowing multi-criteria pairwise comparisons of the various systems. The proposed approach allows to indicate the structure of the logistic system, ensuring continuity of construction output and also reduction of logistic costs.

PL

Istnieje wiele zadań logistycznych w sferze zaopatrzenia w wyroby budowlane oraz w obszarze przepływów środków finansowych i informacji w przedsięwzięciach związanych z realizacją robót budowlanych. Wszystkie procesy logistyczne związane z przepływem zasobów fizycznych, informacyjnych i finansowych, zachodzące pomiędzy poszczególnymi elementami struktury przedsiębiorstwa składają się na jego system logistyczny. Jedną z wielu decyzji podejmowanych w trakcie planowania przedsięwzięcia budowlanego jest wybór sposobu sterowania systemem logistycznym zaopatrzenia. Nie można wskazać uniwersalnego systemu, który będzie w optymalny sposób zaspokajał potrzeby wielu zamierzeń budowlanych, ze względu na indywidualny charakter każdego przedsięwzięcia. Odpowiednio dobrany typ obsługi logistycznej i struktura systemu logistycznego pozwala ograniczyć ryzyko w zarządzaniu łańcuchem dostaw. W artykule zaproponowano analizę wielokryterialną do oceny modeli systemu logistycznego zaopatrzenia przy realizacji przedsięwzięcia budowlanego. Do oceny porównawczej zastosowano hierarchiczny proces decyzyjny AHP, umożliwiający wielokryterialne porównania parami poszczególnych systemów. Zaproponowane podejście pozwala na wskazanie struktury systemu logistycznego, zapewniającej ciągłość produkcji budowlanej a także redukcję kosztów logistycznych.

10

Dynamics of pertinent project delay variables in the Thai construction sector: mathematical analysis

Ajayi Babatunde Oluwaseun, Chinda Thanwadee

Engineering Management in Production and Services

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2022

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Vol. 14, no. 2

26--45

EN

Project completion behind schedule is a struggle for the construction sector, affecting time, cost, and quality. This investigation has been necessitated by the lingering nature of project delay risks despite many extant analyses. This study collated expert opinions from the Thai construction sector on salient construction delay variables and their influence on each other for DEMATEL-SD analysis. The collated data were analysed and found consistent with a Cronbach’s alpha of 0.939. Then, the DEMATEL technique was used to establish the influence weight of factors for the System dynamics (SD) analysis. It was discovered that minimising the design error at the preconstruction stage significantly reduces the magnitude of delay. Increasing values of design error and change order increase the rework profile. Besides, the project delivery within the scheduled 232 weeks can be ensured by minimising the threat of design error, design change, change order, rework, productivity problem, and by improving project management. This study adopted a hybrid mathematical system to holistically examine the construction delay risk by comprehensively exploring the dynamics of influencing variables and investigating their impact on the project scheme. The system helps project stakeholders to arrive at an effective decision in overcoming delay risks, thus minimising the cost overrun and improving the project quality.

11

Zarządzanie relacjami z interesariuszami w projektach budowlanych

Leszczyński Grzegorz, Rogala Anna, Signetzki Janusz, Zieliński Marek

Builder

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2022

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R.26, nr 2

15--19

PL

Rozważania dotyczące zarządzania relacjami z interesariuszami pojawiają się w literaturze polsko- i obcojęzycznej od wielu lat. Relacje są przedmiotem badań oraz dociekań zarówno ośrodków akademickich, jak i środowisk praktyków działających głównie na rynkach business-to-business (B2B). Jednak stosunkowo rzadko rozważania te dotyczą rynku usług budowlanych. Tymczasem ze względu na swoje uwarunkowania wymaga on szczególnego podejścia do zarządzania relacjami zachodzącymi między przedsiębiorstwem budowlanym i jego interesariuszami w trakcie realizacji projektu budowlanego. Celem niniejszego artykułu jest analiza wyzwań stojących przed przedsiębiorstwami branży budowlanej w kontekście zarządzania relacjami z interesariuszami oraz wskazanie działań, jakie mogą być podejmowane w tym obszarze. W artykule przedstawiono koncepcję interesariuszy na gruncie zarządzania z uwzględnieniem jej najważniejszych aspektów. Następnie przeanalizowano kluczowe aspekty projektów budowlanych i rozpatrzono interesariuszy takich projektów. W kolejnej części tekstu przedstawiono procesy, jakie mogą być uruchomione w przedsiębiorstwach budowlanych w ramach zarządzania relacjami z interesariuszami. Procesy te dotyczą interesariuszy zewnętrznych oraz wewnętrznych, w każdym przypadku przedstawiono działania w ramach procesu i spodziewane efekty. Artykuł wieńczą implikacje zarządcze.

EN

Considerations concerning stakeholder relations management have appeared in Polish and foreign literature for many years. Relations have been the subject of research and investigation in both academic circles and among practitioners operating mainly in B2B markets. However, these considerations are relatively rarely applied to the market of construction services. Nevertheless, due to its specific nature, it requires a specific approach to managing relations between a construction company and its stakeholders. The aim of this article is to analyse the challenges faced by construction companies in the context of stakeholder relations management and to indicate measures which could be taken in this area. This paper presents the concept of stakeholders from the management perspective emphasising its key aspects. Subsequently, key aspects of construction projects are analysed and stakeholders of such projects are considered. In the last part of the text, processes that can be activated in construction companies as part of stakeholder relations management are presented. These processes relate to external and internal stakeholders, and in each case the activities within the process and the expected effects are presented.

12

Jakość oprogramowania w zwinnym podejściu do zarządzania projektami informatycznymi

Brodnicki Kamil

Problemy Jakości

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2021

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R. 53, nr 9-10

15--21

PL

Cel: Celem artykułu jest ocena, czy wykorzystanie podejścia zwinnego Scrum w organizacji podnosi jakość wytwarzanego oprogramowania oraz próba uzyskania odpowiedzi na pytanie, jak nowelizacja Przewodnika po Scrumie (Scrum Guide) z listopada 2020 roku wpłynęła na proces wytwarzania oprogramowania. Projekt badania/metodyka badawcza/koncepcja: Przyjętą metodyką badawczą jest przegląd literatury przedmiotu oraz badania własne autora. Wyniki/wnioski: Wnioskiem z przeprowadzonych badań jest fakt, że zastosowanie podejścia zwinnego Scrum pozytywnie wpływa na jakość wytwarzanego oprogramowania. Postępowanie zgodnie z wytycznymi zawartymi w Przewodniku oraz podnoszenie kompetencji w zespołach wytwórczych powoduje, że wzrasta świadomość dotycząca wytwarzanych produktów, co ma bezpośredni wpływ na jakość. Ograniczenia: Do ograniczeń w prowadzonych badaniach zaliczyć można stosunkowo niewielką liczbę przeprowadzonych wywiadów. Liczba ta wynika z trudności w uzyskaniu obecnie rzetelnych danych, ale zdaniem autora badania takie są znacznie bardziej wiarygodne i niosą większą wartość poznawczą aniżeli badania ilościowe. Zastosowanie praktyczne: Uzyskane wyniki niewątpliwie przyczynią się do poprawy obszarów w organizacji i ciągłego ich doskonalenia, a organizacjom zamierzającym dokonać transformacji z podejścia klasycznego do zwinnego – uniknąć powielania potencjalnych błędów. Oryginalność/wartość poznawcza: Dotychczas w literaturze przedmiotu brak jest badań skupiających się na porównaniu bieżącej wersji Przewodnika po Scrumie z jego poprzednią wersją i wpływu tychże różnic na funkcjonowanie organizacji.

EN

Purpose: The aim of the article is to verify whether the use of agile testing improves the software quality and to try to answer the question how an updated version of the Scrum Guide (November 2020) influenced the software development process.. Design/methodology/approach: The adopted research methodology is a review of the literature on the subject and the author's own research. Findings/conclusions: The conclusion of the research is the fact that the use of the Scrum agile approach positively affects the quality of the software produced. Following the guidelines contained in the Guide and increasing competences in production teams increases the awareness of the manufactured products, which has a direct impact on quality. Research limitations: The limitations in the conducted research include a relatively small number of conducted interviews. This number results from the difficulties in obtaining reliable data at present, but according to the author, such studies are much more reliable and carry more cognitive value than quantitative studies. Practical implications: The obtained results will undoubtedly contribute to the improvement of areas in the organization and their continuous improvement, and for organizations intending to transform from a classic to an agile approach – avoid duplicating potential mistakes. Originality/value: So far, the literature on the subject lacks research focusing on comparing the current version of Scrum Guide with its previous version and the impact of these differences on the functioning of the organization.

13

Agile method of managing railway transport projects

Łasińska Natalia

Pojazdy Szynowe

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2021

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Nr 3

12--19

EN

The increasing complexity of tasks performed by enterprises requires the implementation of a modern approach to enterprise management. Competition and the dynamics of the business environment drives the search for new forms of cooperation, operating costs reduction, and implementation of new management methods. Project management meets these requirements, by accelerating the processes of implementing new strategies and making it possible to stay ahead of the competition in the volatile area of new products and services. The goal of the article was to present the elements of agile project management methodologies that can be used during the implementation of railway transport projects, so far implemented on the basis of traditional project management methodologies. The article presents recommendations based on the results of research conducted in May and June of 2021 among members of project teams implementing rolling stock projects co-financed from public funds. The obtained research results made it possible to identify elements of agile project management methodologies that could be successfully implemented during the implementation of transport projects related to superstructure.

PL

Wzrost złożoności zadań realizowanych przez przedsiębiorstwa wymaga wdrażania nowoczesnego podejścia do zarządzania przedsiębiorstwem. Konkurencja, dynamika otoczenia biznesowego wymusza poszukiwanie nowych form współpracy, obniżanie kosztów działalności, wdrażanie nowych metod zarządzania. Naprzeciw tym wymaganiom wychodzi zarządzanie projektami, przyspieszając procesy wdrażania nowych strategii i umożliwiając wyprzedzenie konkurencji w obszarze nowych produktów i usług. Celem artykułu jest przedstawienie elementów zwinnych metodyk zarządzania projektami, które można zastosować podczas realizacji transportowych projektów kolejowych, dotychczas realizowanych w oparciu o tradycyjne metodyki zarządzania projektami. W artykule przedstawiono rekomendacje opracowane w oparciu o wyniki badań przeprowadzonych w okresie maja i czerwca 2021 r. pośród członków zespołów projektowych realizujących projekty dotyczące taboru, współfinansowane ze środków publicznych. Wyniki przeprowadzonych badań umożliwiły wskazanie elementów zwinnych metodyk zarządzania projektami, które można z powodzeniem zaimplementować podczas realizacji projektów transportowych dotyczących suprastruktury.

14

Relationship between project team performance and key project success factors

Łabędzki Rafał

Organizacja i Zarządzanie : kwartalnik naukowy

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2021

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nr 3

91--109

EN

Introduction/background: This paper explores the relation between a concept of project key success factors, popular among project management practitioners, with the operational performance of the project delivered by its team. Aim of the paper: This paper presents research, which answers the question if teams working with the support of project key success factors achieve better performance. Materials and methods: Literature research was conducted, which covered both the subject of team performance and project success. This led to the definition of project team performance and analysis of its relationship with project success. The literature on key success factors was analysed in a historical overview from 1967 to 2020. The empirical research covered the correlation between project success factors and project team performance. Results and conclusions: The analysis of the results showed that each of the team performance components is associated with other group of success factors: project time with collaborative atmosphere (parent organisation-related factors), project quality with professional competence of project team members (team-related factors), project cost with clearly defined objectives (project-related factors).

15

Advantages of implementing project management in enterprises

Agaisina-Ibrayeva Salima

Organizacja i Zarządzanie : kwartalnik naukowy

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2021

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nr 3

5--19

EN

Introduction/background: This article presents the advantages of using project management in an enterprise. The article is developed on the basis of a literary review including the results of the author's own research. Aim of the paper: The goal of the article is to identify the main advantages for the introduction of project management in an enterprise. Materials and methods: The method of writing the article is a literary review, which was made on the basis of research materials from international scientific journals. As an example, the author considers the public sector of the Republic of Kazakhstan. Results and conclusions: Based on the literature review described in the article, the results obtained from the implementation of project management at enterprises allow to reveal in more detail the advantages of using project management. However, the existing problems faced by some enterprises still remain a barrier to achieving certain goals of the enterprises themselves. Based on the author's own research, the article examines the indicators of the implementation and use of project management on the example of the public sector of Kazakhstan. Problems in the implementation and use of project management in the public sector are based on the lack of necessary national standards, qualified specialists and not high involvement of the state authorities in the implementation of project management. According to these problems, recommendations are given that can help solve some problems and improve the overall project management system in the public sector.

16

Analiza ryzyka a skuteczność realizacji gazowniczych projektów inwestycyjnych finansowanych przy udziale funduszy UE

Kawa Szymon

Nafta-Gaz

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2021

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R. 77, nr 6

408--415

PL

Zarządzanie gazowniczym projektem inwestycyjnym jest procesem bardzo skomplikowanym zarówno od strony technicznej, jak i organizacyjnej. Techniczne i technologiczne przygotowanie i realizacja takiego projektu jest domeną inżynierów, którzy za pomocą dostępnych metod, narzędzi, materiałów i technologii są w stanie przygotować i przeprowadzić proces inwestycyjny. Na ten aspekt należy nałożyć całą organizację i zarządzanie procesem, czyli zorganizowanie i takie pokierowanie każdym z wymienionych elementów, aby projekt był realizowany zgodnie z założonym harmonogramem i nie wystąpiły kolizje zadań, „wąskie gardła”, czy zbędne przestoje. Do tego potrzebne jest odpowiednie planowanie, a w jego ramach analiza ryzyka realizacji projektu inwestycyjnego. Artykuł ma na celu wykazanie istotności analizy ex ante (łac. z góry, przed wydarzeniem się czegoś) wszelkich przesłanek wystąpienia ryzyka i samego ryzyka w działal- ności przedsiębiorstwa realizującego projekt przy udziale funduszy europejskich dla powodzenia takiej inwestycji. Istotności o tyle dużej, że to jeszcze przed przystąpieniem do samego procesu inwestycyjnego konieczne jest przewidywanie i ustalanie mechanizmów zapobiegających zaistnieniu, czy niwelujących efekty materializacji ryzyka na każdym etapie procesu: planowania, przeglądu, wdrażania, monitorowania i ewaluacji. Sama świadomość kierownictwa na temat istnienia różnych zagrożeń w czasie pozwala na podejmowanie decyzji o podjęciu, bądź niepodejmowaniu inwestycji nawet przy dostępie do bezzwrotnego dofinansowania z funduszy UE. Analizę przeprowadzono na podstawie projektów inwestycyjnych w sektorze gazowniczym przedstawionych do dofinansowania ze środków Europejskiego Funduszu Rozwoju Regionalnego w ramach programu Infrastruktura i Środowisko 2014–2020.

EN

Managing a gas investment project is a very complicated process, both from the technical and organizational side. The technical and technological preparation and implementation of such a project is the domain of engineers who use the available methods, tools and materials as well as technology and are able to prepare and carry out the investment process. This aspect should be complemented by the entire organization and management of the process, i.e. organizing and directing each of the listed elements so that the project is carried out in accordance with the assumed schedule and there are no collisions of tasks, bottlenecks or unnecessary downtime. To this end, appropriate planning is needed, and within it, a risk analysis of the investment project implementation. The aim of the article is to demonstrate the significance of the ex-ante analysis of all premises for the occurrence of risk and the risk itself in the activities of a company implementing a project with the participation of European Union (EU) funds for the success of such an investment. The significance is so high, that before starting the investment process itself, it is necessary to anticipate and establish mechanisms preventing the occurrence or eliminating the effects of risk fulfillment at every stage of the process: planning, review, implementation monitoring and evaluation. The very awareness of decision-makers of the existence of various threats over time allows them to make decisions whether or not to undertake investments, even with access to non-refundable EU funding. The analysis was carried out on the basis of investment projects in the gas sector submitted for cofinancing from the European Regional Development Fund under the Infrastructure and Environment Programme 2014–2020.

17

Bariery i ograniczenia wdrażania technologii BIM - wyniki badań pilotażowych

Kosiedowski Waldemar, Wirkus Marek

Builder

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2021

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R.25, nr 10

28--31

PL

W artykule podjęto próbę oceny barier i ograniczeń wdrożenia technologii BIM (Building Information Modeling) występujących w wybranych polskich przedsiębiorstwach realizujących projekty budowlane oraz w ich otoczeniu. Technologia ta jest postrzegana jako nowy paradygmat w dziedzinie zarządzania procesem realizacji projektu budowlanego, bywa także narzucana poprzez wymogi formalne realizacji projektów, np. w sferze zamówień publicznych, a jej wdrożenie nie zawsze jest oparte na rzeczywistych przesłankach merytorycznych. Autorzy, na podstawie badań przeprowadzonych w przedsiębiorstwach realizujących projekty budowlane, podejmują próbę klasyfikacji barier i ograniczeń we wdrażaniu BIM oraz proponują metody ich redukcji.

EN

The article attempts to assess the barriers and limitations of the implementation of BIM (Building Information Modeling) technology occurring in selected Polish companies realising construction projects and in their environment. This technology is perceived as a new paradigm in the management of the construction project implementation process, it is also sometimes imposed by the formal requirements of project implementation, e.g. in the field of public procurement, and its implementation is not always based on actual substantive premises. The authors, on the basis of research carried out in companies implementing construction projects, attempt to classify the causes of barriers and limitations in the implementation of BIM and propose methods to reduce them.

18

PMBoK vs. PRINCE2 in the context of Polish construction projects: Structural Equation Modelling approach

Sobieraj Janusz, Metelski Dominik, Nowak Paweł

Archives of Civil Engineering

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2021

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Vol. 67, nr 2

551--579

EN

This paper discusses the approaches of Polish construction managers in terms of their preferences for the use of the two most popular project management (PM) standards and methodologies, namely PMBoK and PRINCE2. Our empirical survey was carried out in a group of managers and construction experts and involved 192 Polish SME companies from the Polish construction sector. The answers to the questionnaire were carefully analysed and interpreted with the use of the Structural Equation Modeling (SEM) Method. The results show what can affect the choice of management methodology, with a particular focus on such latent variables as PM flexibility, rigidity, knowledge and control. Our study provides empirical evidence which contributes to more effective management of investment projects undertaken by construction companies. The most important conclusions from our study are that PMBoK is more likely tied to flexibility and knowledge and PRINCE2 to rigidity and control. However, it does not necessarily mean that PMBoK has an advantage over PRINCE2. Simply put, the choice of the right methodology may depend on a number of other additional factors, such as: project size, its specific environmental conditions, size of a company implementing specific project, etc. Therefore, under certain conditions (e.g. for larger and more complex projects, etc.) it may be advisable to rely on the PRINCE2 methodology.

PL

W artykule omówiono różnice pomiędzy dwiema najczęściej stosowanymi metodykami zarządzania projektami, a mianowicie standardem PMBoK i metodyką PRINCE2. Po pierwsze, dokonano dogłębnego przeglądu literatury dotyczącej zastosowania obu tych metodyk w zarządzaniu projektami budowlanymi. Po drugie, artykuł odpowiada na pytanie, co może decydować o specyficznych preferencjach menedżerów budowlanych w zakresie wyboru konkretnej metodyki zarządzania projektami. W tym celu przeprowadziliśmy badanie ankietowe wśród 192 przedstawicieli kadry kierowniczej małych i średnich przedsiębiorstw (MSP) działających w sektorze budowlanym w Polsce. W badaniu uwzględniamy szereg zmiennych latentnych, takich jak elastyczność, sztywność, wiedza i kontrola, z których każda składa się z 3-4 zmiennych obserwowalnych. Po dokonaniu przeglądu literatury doszliśmy do wniosku, że choć istnieje kilka prac porównujących obie metodologie, to według naszej najlepszej wiedzy nikt do tej pory nie przeprowadził kompleksowego badania empirycznego opartego na metodologii takiej jak modelowanie równań strukturalnych (SEM), uwzględniającego standardy i metodologie zarządzania oraz biorącego pod uwagę przeprowadzone w tym zakresie badania ankietowe, odwołujące się do opinii samych menedżerów budownictwa. Wcześniejsze badania dotyczyły zmiennych, które niekoniecznie są związane ze specyfiką metodyk zarządzania projektami. My wprowadzamy zestaw zmiennych, które są wykorzystywane do pomiaru efektywności zarządzania projektami. Sama ankieta miała bardziej rozbudowany charakter i zawierała wiele pytań, a tylko część z nich dotyczyła samych metodyk zarządzania projektami (tj. PMBoK i PRINCE2) i zmiennych, które teoretycznie można z nimi powiązać. Tak więc ankieta składa się z 4 obszernych grup pytań obejmujących szereg bardziej szczegółowych pytań; w sumie ankieta obejmuje 4 zmienne ukryte i 14 pytań, a za nimi aż 14 zmiennych obserwowalnych i kilka pytań metryczkowych. Wyniki ankiety zostały zweryfikowane z wykorzystaniem metodologii SEM, a dokładniej z wykorzystaniem modelu ścieżki oraz modelu konfirmacyjnej analizy czynnikowej, który pozwalaja na analizę wzajemnych zależności pomiędzy zmiennymi latentnymi. Każda ze zmiennych latentnych, na których opieramy nasze badanie, jest w pewnym stopniu uzasadniona na poziomie teoretycznym w kontekście każdej z badanych metodyk zarządzania projektami budowlanymi. Ponadto staramy się w sposób bardzo rzetelny i szczegółowy przedstawić samą metodę badawczą SEM w aspekcie badań budowlanych, zwracając uwagę, że metoda ta jest jedną z najczęściej stosowanych w badaniach naukowych i może być wykorzystywana do badania wielu różnych zagadnień naukowych, w tym również tych związanych z budownictwem. Ujmując to bardziej szczegółowo, zastosowana metoda badawcza pozwala zarówno na tworzenie modeli regresji, modeli ścieżek (path analysis), jak i na zastosowanie konfirmacyjnej analizy czynnikowej (confirmatory factor analysis).

19

Traditional versus agile project management in public sector in Poland

Kaczorowska Anna

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2020

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z. 149

287--302

EN

Purpose: In recent years more and more agile methods of software production have been used in information projects (IT projects). Apart from some common features with other measures, IT projects have their own specificity which should be considered prior to the choice of the Traditional Project Management (TPM) or Agile Project Management (APM) for management of a particular project. Owing to the specificity of the implemented projects the approach presented in agile methods is more and more frequently chosen and preferred both by the solutions providers and the clients. Furthermore, the use of one of the traditional or agile methods should be preceded by analysis of various types of conditions of the sector in which the public administration entity is functioning. Legal conditions, organizational and decision-making culture, project financing methods and maturity of teams and the whole organisation in the project management area, affect not only the choice of methods but also the final success of the project. The multicriterial analysis of limitations in information projects implementation in the public sector allowed identification of the most important recommendations within necessary changes. The article points out that agile methods will not entirely replace the traditional management of IT projects in the public sector, with the most effective approach being their harmonious coexistence. Design/methodology/approach: The recommendation to use the TPM and APM approaches in Polish public administration entities was preceded by analysis of the most important legal acts for this purpose and comparison of the position of our country (or cluster to which Poland is qualified) in the acknowledged European study from the cycle of eGovernment Benchmark dating back to the years 2004-2018. Recommendations for implementation of IT projects in the public sector were supported by analysis of CHAOS reports dating back to 2012-2018 and 11th, 12th and 13th Annual State of Agile Reports respectively from 2016, 2017 and 2018. The article does not treat separately each of the best known methodologies and methodologies of confirmed effectiveness, but considers the shared philosophy of traditional or agile approach. Findings: The development of e-government proceeds due to the implementation – from the private sector – of the form of management through the development of projects. Analysis of the position of the Polish e-government in the eGovernment Benchmark points to a high backwardness of the public sector in Poland as compared to other countries. The backwardness may be made up for through implementation of effective methods of IT project management. However, the choice of an agile method should be preceded by an analysis of specific achievable benefits and conditions which have to be fulfilled as they are necessary to achieve such benefits. The public sector conditions connected with the Public Procurement Law and informal limitations resulting, among other, from organisational and decisive culture will not allow, as for now, to fully use agile methods. Originality/value: The public sector in Poland is the largest but at the same time the most difficult customer of services and products from the ICT sector in Poland. For a large purchaser of the ICT sector solutions the choice of the most effective project management method becomes a significant determinant of the project’s success. In practice, there is no organization or project in which a methodology in its pure form could be used. Therefore, a given methodological approach has to be adjusted to the conditions of the sector in which the organisation is functioning and to a specific project.

20

The place of project management in the functioning of an organisation

Tchórzewski Seweryn

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2020

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z. 148

749--755

EN

Purpose: The aim of this article is to present the place project management has and the role it plays in an organisation – the relations in projects carried out to create, maintain and reduce the potential of an organisation, understood as an opportunity to reach own operational targets. Design/methodology/approach: The results received are due to an analysis of literature on the topic of this publication, as well as cases observed and analysed, discussions with the students and participants of trainings, as well as courses and workshops taught. Findings: As a result of a thorough analysis, six typical cases in which the projects are carried out were identified. These cases were described in terms of their impact on the operational potential of an organisation. Originality/value: The findings presented in this publication should complement the view on project management demonstrated at present – detachment of managerial processes from its organisation context, which is a regular practice of authors of publications in this field.