Wyniki wyszukiwania - Biblioteka Nauki

1

Project Management for Circular Economy projects in 7 steps

100%

Kurzydłowska A.

Przetwórstwo Tworzyw

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2017

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tom T. 23, Nr 6 (180)

543--549

EN

Circular Economy is a new term for already known trend to reduce the environmental impact of the industrial activities. Shifting to a circular economy is not a straight forward process of incremental changes in the production system and that it usually calls for development of new, high risk technologies, implementation of which might be easier if performed under the guide lines of the project management. This is because the new undertakings within the concept of circular economy have all the characteristics of more general class of projects typically managed under the systems assuring the required risk mitigation. These characteristics are: lack of precedence (originality), ambitious tasks, complexity and the risk. When all these “ingredients” are there, there is clear benefit, and perhaps even an urgent need for professional project management approach. Management of the projects involves, among others, scheduling, budgeting and risk mitigation. For the beginners, the advanced procedures of project management might be difficult to comprehend. Thus, in this paper, the focus is on the seven basic steps, which need to be made in this respect to assure timely and strict financial implementation of the projects. The aim of the paper is to familiarize the readers with the basic tools/rules of the project management, which are crucial in the project management practice. Also, based on the Author’s personal experience, these tools/rules are explained in the way, which simplifies their application.

PL

Circular Economy to nowy termin dla znanej już tendencji do ograniczania wpływu na środowisko działalności przemysłowej. Przejście do gospodarki o obiegu zamkniętym nie jest prostym procesem, wymaga stopniowych zmian w systemie produkcyjnym i zwykle wymaga opracowania nowych technologii, których wdrożenie może być łatwiejsze, jeśli zostanie przeprowadzone w ramach wytycznych dotyczących zarządzania projektem. Dzieje się tak, dlatego, że nowe przedsięwzięcia w ramach koncepcji gospodarki o obiegu zamkniętym mają wszystkie cechy bardziej ogólnej klasy projektów zazwyczaj zarządzanych w ramach systemów zapewniających wymagane ograniczenie ryzyka. Te cechy to: brak precedensu (oryginalność.), ambitne zadania, złożoność i ryzyko. Kiedy wszystkie te „składniki” istnieją, występuje wyraźna korzyść, a być może nawet nagła potrzeba profesjonalnego podejścia do zarządzania projektami. Zarządzanie projektami obejmuje między innymi planowanie, budżetowanie i ograniczanie ryzyka. Dla początkujących, zaawansowane procedury zarządzania projektami mogą być trudne do zrozumienia. Dlatego w niniejszej pracy skupiono się na siedmiu podstawowych krokach, które należy podjąć w tym zakresie, aby zapewnić terminową i ścisłą realizację finansową projektów. Celem artykułu jest zapoznanie czytelników z podstawowymi narzędziami i zasadami zarządzania projektem, które są kluczowe w praktyce zarządzania projektami. Ponadto, w oparciu o osobiste doświadczenia Autora, te narzędzia zasady są objaśniane ze taki sposób, co upraszcza ich stosowanie.

2

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

100%

Rifai F. , Yousef S. , Yousif A.

Logistics and Transport

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2022

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tom 53-54

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nr 1-2

99-118

EN

From studies, reports, and information, we 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 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.

3

Culture and Project Management

100%

Kuchta D. , Sukpen J.

Journal of Intercultural Management

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2013

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tom 5

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nr 3

23-38

EN

Project management in every situation is based on planning, organizing, motivating and controlling resources for the attainment of certain goals. This essentially means that the success of the management of a project will depend on the results achieved as well as the resources committed in achieving such results. Irrespective of the objectives of a project, one fundamental fact remains significant, that is, the fact that projects are geared towards the improvement of conditions in a particular society. This article is interested not only in the art of project management but also the factors which could influence the success or failure of these projects. In this article, the influence of the culture of the society for which a project is meant will be examined to find out whether it influences the conception and implementation of the project in any way. In this regard some case studies of projects will be studied to find out the extent to which the cultural context of the society played a significant role in particular projects. The other case which will receive attention in this write up will be the significance of culture at each stage of the project. These elements will be discussed paying particular attention to the dimensions of culture proposed by Hofstede and how they influence the project management process. The conclusion of this article will propose an approach to project management which takes into consideration the cultural context in which the project will be realized and the stages of the project management process which should involve more cultural orientation

4

Tradeoff between Equity and Efficiency in Revenue Sharing Contracts

88%

Kamiński B. , Łatek M.

Central European Journal of Economic Modelling and Econometrics

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2010

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nr 1

5

Intercultural Project Management for IT: Issues and Challenges

88%

Isern G.

Journal of Intercultural Management

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2015

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tom 7

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nr 3

53-67

EN

The development of Information Technology projects using Project Management Methodologies like PMP-PMI, Agile or SCRUM for software development, CPM, CCPM, RAD, XP, FDD, ITIL, JAD, LD, PRINCE2, etc.; may be a complete success or a total catastrophe, for series of reasons, events and circumstances that frequently are not related at all with the deliverables, the products being built, the IT technology involved, the level of expertise, the responsibility and professionalism of the stakeholders including the project manager, but due to intercultural factors. The PMP-PMI Model (PMBOK) describes 10 areas: Cost Management, Time Management, Scope Management, Risk Management, Quality Management, Procurement Management, Integration Management, Stakeholder Management, Human Resources Management and Communication Management. An IT project is considered successful if the customer is happy, but technically and formally if the TEAM was able to meet the triple constraint set up by time/cost/scope. This happy ending is not possible if the project manager and the team as a whole are not able to confront, attack and solve the issues associated with Human Resources Management, Stakeholder Management and specially Communication Management. These three areas are highly influenced by Intercultural factors like language, race, age, gender, religion, sexual preferences, beliefs, habits, etc., becoming their analysis an essential task if we want to accomplish and guarantee a favorable outcome. This position paper concludes in contradiction with what is a very common believe between many technical project managers that the most important factors to take in consideration for the success of an IT project management is the careful and planned attention to the potential issues and challenges associated with the cross-cultural communication and the human resources implicated in the projects. This paper will describe the cultural dimensions, issues and challenges associated with Intercultural Project Management for IT.

6

RECOMMENDATIONS TO PROJECT MANAGEMENT METHODOLOGY APPLIED AT UNIVERSITIES BASED ON EXPERIENCE OF HIGHER EDUCATION SCHOOLS IN WARSAW AND FUNDING INSTITUTIONS REQUIREMENTS

75%

Piasny I. , Kurzydłowska A.

Information Systems in Management

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2016

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tom 5

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nr 3

370-376

EN

The goal of this paper is to seek answers to the questions: how projects are implemented at Universities and how they should be implemented? The paper analyses project management methodologies adopted in the Polish Universities in the context of university specific rules and laws. Lessons learned from project implemented at these Universities were gathered and then recommendations for effective project management at universities were formulated.

7

Zarządzanie w cywilizacji informatycznej. Zarys problematyki

63%

Krupa M.

Prakseologia

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2007

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nr 147

147-162

EN

The contemporary management cannot exist without IT support. In fact, every organization depends on integrated software business solutions. What does it mean for managers and scientists at the beginning of XXI century? How to implement the state-of-the-art computer technology and maintain good „old fashion” management styles and principles? How to deal with so called „archaic” management model in theory and practice today? In this paper the author presents different points of view, and different perspectives in delivering sound answers. He differentiates method and technique in IT implementation process and points out key problems and barriers in delivering ERP software solutions.

8

Zintegrowana ocena stopnia dojrzałości w zarządzaniu projektami

51%

Spałek S. , Wolny M.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2017

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tom z. 102

331--343

PL

Artykuł wpisuje się w rozważania dotyczące możliwości określenia zintegrowanej oceny stopnia dojrzałości w zarządzaniu projektami. Na podstawie przeprowadzonych badań empirycznych wśród 245 przedsiębiorstw w Polsce autorzy podejmują próbę odpowiedzi na pytanie: czy możliwym jest opisanie stopnia rozwoju przedsiębiorstwa w zarządzaniu projektami z wykorzystaniem pojedynczej miary, zamiast stosowanego powszechnie systemu dokonywania oceny w każdym z obszarów dojrzałości w zarządzaniu projektami z osobna.

EN

The article contributes to the elaborations on the feasibility studies on the integrated assessment of maturity in Project Management. Based on the empirical studies conducted at 245 Polish companies, the authors try to answer the question: whether it is possible to describe the level of company progress in project management with a single measurement, instead of the commonly used, systematic approach of measurement in each area of project management maturity separately.