Wyniki wyszukiwania - Biblioteka Nauki

1

Dojrzałość projektowa organizacji

100%

Hałaczkiewicz M.

|

2011

|

tom nr 5

336-342

PL

Poziomy dojrzałości zarządzania projektami w przedsiębiorstwie, mierniki. Ocena poziomu dojrzałości projektowej organizacji.

EN

Experience levels in the project management in an enterprise, measures. Evaluation of the experience level in design organization.

2

Gry aksjologiczne a zarządzanie projektem informatycznym

100%

Krupa M.

|

nr 2

EN

Every professionally managed project is performed accordingly to precise defined principles, methods and a plan. As well, IT projects, which are major business ventures globally these days, are governed with similar approach. Defining objectives and project framework, selecting resources, drafting schedules are a fundamental skills, which can be taught at every basic business course. It seems to be that it is enough to acquire appropriate knowledge in area of project management to be successful IT manager in spite of the size and the type of the venture. Still, only 16% ERP projects are successful, 84% projects do not meet deadlines and business goals and 78% projects overrun budgets. By paradox, to solve above presented business, economic problem it is necessary to address it by developing axiological research. It is based on the principle that empathy is the third perspective that is build in to the well know Game Theory model which consists of two perspectives: trust and loyalty (Deutsch). In this case, in the process of selecting an appropriate type of the game, between a customer and a vendor, we have to base on a better understanding of needs and axiological profiles on both sites. In other words, if the business goal of the partner is better defined and understood and if it is assumed that the success of one site depends on the other, the final effect, by definition, is almost guaranteed. To achieved that, it is a must for every IT manager to work on developing, the so called business empathy instead of just useless promoting the assertive business philosophy.

3

Aspekty interpretacyjne i metodologiczne zarządzania projektami

80%

Stabryła A.

Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie

|

2006

|

nr 1(9)

161-181

PL

Celem artykułu jest wprowadzenie do szeroko pojmowanej dziedziny Project Management. Autor omawia następujące zagadnienia: interpretację pojęcia projektu i różnych wykładni zarządzania projektami, strukturę metodyki badań, definiowanie projektu, procedurę operacjonizacji, charakterystykę makiet badawczych i list kontrolnych, specyfikę projektowania usprawniającego i bazowego, fazy i etapy procesu projektowo-realizacyjnego.

EN

The article constitutes an introduction to the broadly-understood area Project Management. On the one hand project management includes managerial pragmatics, i.e. the administration of project enterprises, on the other hand - planning methodology. The latter is focused on the principles and methods of research within the scope of planning any kind of facilities and processes. The text at issue includes the following questions: the interpretation of the notion of project and various interpretations of project management, the structure of research methods, project defining, the procedure of operationisation, the characteristics of research models and controlling lists, the peculiarity of improving and base planning, stages and phases of the planning and execution process.

4

Effectiveness from the perspective of project management in the local government units in Poland – empirical research results

80%

Dolata M.

Nauki o Zarządzaniu

|

2014

|

nr 4(21)

36-49

EN

In the research carried out by one of Polish research agencies [Pentor 2010], local administration offices were in general seen as institutions which, despite high expenditures, maintained inefficient operations and as a result did fully satisfy the needs of citizens. In addition, searching for the causes of failures in projects, the lack of professional approach to project management should be highlighted, which relates to the undertaken ad hoc adaptation activities to changes in the environment, and the implementation of projects in interim and in unsystematic way. The research found that the consequence of this state of affairs was the reduction of the effectiveness of implementation of projects and of synergistic effect created by audited entity. As a result, the growing importance of project management in the functioning of local government units in Poland, with low levels of performance previously practiced in this field, tended to take the search for a new approach to project management in the units.

5

Proces komunikacji w przedsiębiorstwach zorientowanych na projekty na przykładzie firmy z branży motoryzacyjnej

80%

Pilczuk A. , Białecka B.

|

2007

|

tom z. 42

19-32

PL

W artykule przedstawiono zagadnienia związane z zarządzaniem projektami, koncentrując się na zagadnieniu komunikacji w pracach projektowych. Zwrócono szczególną uwagę na organizację prac zespołów projektowych z punktu widzenia zakładu funkcjonującego w Polsce, a będącego częścią dużej, międzynarodowej korporacji branży motoryzacyjnej. Zidentyfikowano obszary i zagadnienia, które w sposób szczególny wpływają na realizację projektów.

EN

In the work shows results from attempts of utilization oiling diatomaceous earth in process of cement production. The cement production as raw materials used limestone, metallurgic granulated slag, ashe fly and iron-bearing dust. The carry out an experiment with addition oiling diatomaceous earth to raw material charge showed that quality of clinker to cement produced not change. Therefore utilization of oiling diatomaceous earth in process of production of cement is possible.

6

Partnership of science and business in socially innovative project management

80%

Miszczak K.

Biblioteka Regionalisty

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2015

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nr 15

73-82

EN

Due to the modern developmental challenges, more and more often in the discussion of the transfer of knowledge, new technologies and modernization of the intelligent economy there appear social innovations. An effective way of promoting the implementation of social innovations seems to be indirect actions, involving the creation of a good climate for innovativeness, entrepreneurship and creativity. The examples of such activities dedicated to improving the quality of local space are intensively developed networks of cooperation between the sectors of science and economic activity. The aim of the study is characterization of the role of science and business partnerships in the effective management of projects, in particular socially innovative projects. The paper offers mainly descriptive method on the example of an application project entitled “NEMO Creativity Station – Social Innovation for Communes.” The object of the research is a socially innovative service offered to users of the local public space in Polish communes, promoting mentally and physically healthy lifestyle.

7

Metodyki zarządzania projektami stosowane w Gdańskiej Infrastrukturze Wodociągowo-Kanalizacyjnej

80%

Molęda K.

|

2011

|

tom nr 5

342-346

PL

Gdański projekt wodno-ściekowy: wybrane zagadnienia podręcznika procedur. Rodzaje realizowanych projektów. Wdrożenie metodyki zarządzania projektami w Gdańskiej Infrastrukturze Wodociągowo-Kanalizacyjnej.

EN

Gdańsk water-sewage project: chosen problems from the procedure book. Types of implemented projects. Implementation of the project management methodology in Gdańsk Water-Sewage System Infrastructure.

8

Relationships between Trust and Collaborative Culture in The Context of Tacit Knowledge Sharing

80%

Kucharska W.

Journal of Entrepreneurship, Management and Innovation

|

2017

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tom 13

|

nr 4

61-78

EN

The literature review presents a lot of theoretical and empirical evidence that trust affects collaborative culture. The opposite also proves to be true: collaborative culture influences trust. The main hypothesis presented in this paper says that both these factors are strongly correlated and modify each other. This study examines the mutual relationship of the said variables in the context of tacit knowledge sharing based on research conducted among 514 Polish professionals performing different functions, and having various experience in managing projects, in the construction industry. The results obtained in the course of the study indicate that there is not only a strong correlation between trust and collaborative culture but both of them have a strong influence on tacit knowledge sharing. The main managerial implication of the study is the importance of stimulating the growth of both collaborative culture and trust. receiving a strong synergy effect will make it possible to leverage tacit knowledge sharing as an agent contributing to a company’s performance.

9

MODELS OF IT PROJECT MANAGEMENT IMPLEMENTATION AND MAINTENANCE

80%

Plichta A. , Szomiński S.

Information Systems in Management

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2016

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tom 5

|

nr 1

88-98

EN

The process of software development has become so dynamic that it nowadays requires more and more supporting tools. An organization which intends to have such tools implemented must take into account its possible future needs. Complex solutions usually offer greater variety of available options and functionalities but are costly to implement. This paper presents some models o IT project management to-gether with the supporting software. Owing to applying the resource management policy at the stage of production and implementation one may assess the risk and identify potential threats. The discussed issues may shed some light on potential dif-ficulties occurring at the particular stages of software production management whereas the conclusions may help people in charge choose the best model, including its implementation strategy. The first model are dedicated tools created from scratch and often preceded by the analysis of the existing solutions and the needs of the company and the customers. The second is to seek from the very beginning multi-function and complex tools for the big or well-developed IT systems providers. This article is to present the models regarding the IT project management (together with the related supporting tools) which are applied in the IT companies involved in providing the foreign customers with the bases of knowledge. On the basis of the experience gained while designing and developing dedicated software (by means of the above-mentioned tools) and its implementation one drew some conclusions concerning e.g., risk assessment; potential threats at every stage of the project lifecycle; improvement of the quality and production time of the software; reduction of the number of errors; improvement of the internal communication within the project team (it is the first step in the development of the design patterns). The patterns should help the managers choose the proper management model and related tools for the implementation and particular project tasks.

10

Technical project management using quality methods

80%

Gwiazda A.

|

2008

|

tom Vol. 31, nr 2

739-746

EN

Purpose: The paper presents the results of investigations of new methods that could be utilized in a technical project management. These methods base on the classical quality tools which have been modified to fulfil new technical requirements. Design/methodology/approach: The empirical researches allow proposing a new formula of classical quality tools methodology. The proposed tools have been theoretically discussed and used to present the technical analysis of a mechanized mining support. Findings: Two theoretical findings could be presented. Firstly this paper introduced the concept of a weighted Ishikawa diagram. Secondly it includes the concept of a stratification analysis a data classifier. Research limitations/implications: The presented paper includes the description of possibilities of only one of many quality tools. The second limitation is considered with the analyzed technical mean, and namely a mining support. These limitations are the result of a range of the presented paper. Practical implications: This paper shows the importance of integration the management and technical procedures. The application of proposed techniques allowed improving the construction of presented mining support. Originality/value: The original ideas of the paper are: the concept of weighted Ishikawa diagram and the stratification analysis. These solution could be valuable for applications from the area of quality management and technical project management.

11

Identification of Risk Factors in Water Supply and Sewage Projects

80%

Skorupka D. , Korona J. , Duchaczek A.

Logistics and Transport

|

2015

|

tom 28

97-104

EN

An investment project as an undertaking for the future, more or less foreseeable, is a priori encumbered with the possibility of occurrence of disturbances. In recent years there have appeared significant changes in the scope of execution of construction projects, connected with the investment execution time, manner of financing, investors, and the environment in which the given project is executed. That fact determines the need, or even the necessity, to conduct the research into the issues of risk assessment and its utilitarian aspects. That problem applies also to construction projects, including water supply and sewage projects. An example of the project with all kinds of threats characteristic of such types of investments is the project entitled “Complex protection of the underground waters in the Kielce agglomeration.” The risk factors result from the complexity and specificity of that type of projects. The presented article is an introduction to the discussion on the issues of assessing the risk of execution of water supply and sewage projects. The intention of the authors was to present the specificity of that type of projects and the general identification of the risk factors accompanying them.

12

Real options in a systemic approach to the timing problem in development projects

80%

TARGIEL K.

Operations Research and Decisions

|

2015

|

tom 25

|

nr 3

73-85

EN

The management environment at the beginning of the XXI century is characterized by high volatility. Development projects should take into account not only certain deliverables but also any opportunities that may arise. These opportunities are called real options. The paper describes a systems approach to various types of real options that can be found in a project’s environment. A method is presented for using such options in the timing problem.

13

Możliwość zastosowania metodyki Kanban w zarządzaniu projektami

80%

Krasiński M.

Nauki o Zarządzaniu

|

2013

|

nr 1(14)

24-32

EN

This paper presents reflections on the possibility of using Kanban methodology in project management. The author presents the history of adaptation of the Japanese production control tool to the needs of IT project management. Then, based on the analysis of world literature related to project management methodologies and personal experiences, the author tries to prove the thesis that the set of available methodologies for project managers can be increased by the Kanban methodology.

14

Bachelor Thesis, Security Engineering Degree, Engineering Degree

80%

Magda R.

Logistics and Transport

|

2014

|

tom 24

53-58

EN

It is possible for a man to educate himself without any help or support from others. In fact, when we learn the art of self-education (learning how to learn versus how to be taught) we will find, if not create, opportunity to find success beyond our wildest dreams. Self-educated people are not dependent on others for knowledge. If they need a specialized skill, they know how to acquire it without dependence on authority. Unknowingly, people are promoted by their ability to learn new skills fast. The role of self-education has increased rapidly in the last few years.

15

Zarządzanie jakością jako element zarządzania projektami

80%

Fajczak-Kowalska A. , Miłosz P.

|

2012

|

tom R. 44, nr 2

14-17

EN

The article presents the role of quality management in project management. The relationship "time-cost-quality" was presented and the impact of quality on the remaining areas of project management such as risk management, integration, communication, human resources, procurement and scope. The principles of TQM, which managers should be supported by organizing the work on the project were described. Attention was also drawn to creating the new ISO 21500 standard for project management.

16

Wpływ zarządzania projektami na innowacyjność projektów informatycznych

80%

Polek-Pawlak D.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

|

2011

|

nr 858

49-58

EN

The paper introduces the influence of theory and practice in project management on the level of project innovation. It approaches the issue from the point of view of exploiting opportunities derived from the high level of innovation and creativity of IT specialists. The article shows the negative effects of a failure on the part of project managers – in both their theory and practice – to anticipate the need to take an individual approach to managing the risks associated with innovation in project venture management as well as to risk management.

17

Proces decyzyjny dotyczący budowy infrastruktury podziemnej

80%

Thewes M. , Kamarianakis S. , Bielecki R.

|

2011

|

tom nr 4

68-74

PL

Infrastrukturę podziemną charakteryzują ambitne technicznie i kosztowne roboty budowlane. Podstawowe decyzje dotyczące planowanej struktury są podejmowane przez wybranie odpowiedniej metody konstrukcyjnej, zwykle we wczesnym okresie planowania. Postanowienia te mają wpływ na koszty budowy i eksploatacji, a także mogą w niepożądany sposób oddziaływać na środowisko. Ponadto ważne jest, aby metodę konstrukcyjną dobierać szybko i precyzyjnie. W trakcie procesu decyzyjnego trudno jest skoncentrować się na różnorodnych celach i kosztach. Cele te są opisywane przy użyciu atrybutów (kryteriów), które są istotne dla dokonywania decyzji związanych z wyborem między konkurencyjnymi technikami. Specyficzny charakter takich problemów decyzyjnych wymaga równoważnego podejścia do kwestii ekologicznych, konomicznych, technicznych i społecznych. Narzędziem właściwym w tym procesie decyzyjnym jest zastosowanie wielokryteriowych metod podejmowania decyzji.

EN

Underground infrastructure is characterized by technically ambitious and cost-intensive construction works. Basic decisions for a planned structure are made by choosing an appropriate construction method in an early planning period. These basic decisions have influence on building and operating costs, and may cause undesired effects on the environment. Furthermore, it is important that the choice of a construction method has to be made precisely and quickly. Again, this decision has an impact on the acceptance of the project, especially with regard to project participants, politicians, journalists and the interested public. During the decision process, it is difficult to focus on heterogeneous goals and economic costs. The description of these goals is made by using attributes (criteria), which are relevant for the decision making between competing alternatives. The specific nature of such decision problems needs a balanced consideration between ecological, economical, technical and social aspects. An appropriate tool in this decision making process is the application of Multi-Criteria-Decision-Making methods.

18

Project Portfolio Management As an Effective Mean to Strategy Implementation

80%

Wyrozębski P.

|

2015

|

tom 22(4)

79-95

EN

Strategy is the overarching concept of the organization indicating the key directions and objectives of development – the master plan of changes and transformation of the organization. Its development involves a considerable investment of manpower and resources, while its implementation poses significant difficulties to organizations. The difficulties stem from the high level planning and shortcomings of tools and methods to effectively translate strategic goals into activities on a tactical and operational level. Despite extensive output of strategic management discipline solutions to these problems are hard to find within this area. Existing practices, such as the BSC and programs are partial and fragmentary, solving some problems, and leave many others outside the scope of support. As a result, organizations have sought solutions to the implementation of the strategy in other places. Projects and project management fill the gap. Project management has been traditionally associated (and by some still is) with the operational management and seen through network techniques such as critical path method. However, over the years the area has evolved significantly expanding its reach, complementing perfectly so far underdeveloped level of management at the tactical level. Projects, programs and portfolios pair with the strategic management to become an effective tool in translating long-term development plans into the practical and pragmatic projects initiatives. By managing projects, programs and portfolios, organizations can identify projects focusing its efforts on those creating the most value, plan and organize their execution with regard to resource constraints, as well as constantly and carefully monitor their progress 80 Paweł Wyrozębski through the appropriate management structures. From both the theoretical and practical perspective projects today are undoubtedly effective tool to ensure the success of the implementation of strategic plans.

19

Monitorowanie projektów w jednostce badawczo-rozwojowej

80%

Wiertelorz M.

|

2009

|

tom z. 48

71-83

PL

W artykule scharakteryzowano jednostkę badawczo-rozwojową. Opisano istniejący system zarządzania i wskazano na konieczność wprowadzenia zmian przez dostosowanie do potrzeb jednostki badawczo-rozwojowej systemu zarządzania projektami. Przedstawiono także istotę podsystemu monitorowania projektów i zaproponowano w formie map procesów przykładowy podsystem monitorowania.

EN

In the abstract were characterized research and development units. It also described existing management system and showed the necessity making changes to adapt project management system for the needs of research and development units. It also showed the essence of the matter of project monitoring subsystem and suggested exemplary monitoring subsystem.

20

Wykorzystanie metodyki zarządzania projektami w implementacji strategii przedsiębiorstwa

80%

Markiewicz P.

Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie

|

2011

|

nr 856

23-36

EN

The article presents a discussion of strategic management with a particular focus on the possibility of using project management as a strategy implementation instrument. It describes selected strategy management paradigms and models. Strategy implementation was treated as the transposition of the model of a “dead” system – the strategic plan – onto a live system, or an organisation realising defined strategic goals. This requires static changes in organisational structure as well as a shift in the mindset and approach to the organisation’s employees. The changes themselves require creativity, innovation and the formation of project groups to carry out the work.