The aim of the article is to study the features of ship repair production and, accordingly, develop recommendations for the composition of the functions of the project management office, its structure and stages of development. The characteristics of ship repair production, which determine its features and the structure of management of a ship repair enterprise, are systematically presented. The subject of the study is the models and methods of project management, programs and project portfolios of ship repair enterprises. The object of the study is the corporate project management system of a ship repair enterprise. The project-oriented nature of ship repair production, combined with a high degree of uncertainty in the planning and implementation of ship repair projects, identifies the need to use deterministic network models with a probabilistic estimate of the duration of work. To reduce risks in conditions of uncertainty, it is proposed to use Agile technologies, which organically complement the matrix organizational structure of a ship repair enterprise and ensure effective cooperation with the customer and the success of the business as a whole. The creation of a project management office is proposed to be implemented as a development system that includes four stages of maturity. The key functions of the project management office at each stage of development have been formulated. The role of the information model of the vessel in the implementation of the 6D design methodology, which provides monitoring during the operation of the vessel, predicting the degree of wear of the vessel's elements over time, is justified. The MS Project Standard package allows building interfaces with the information model of the vessel to obtain the parameters of the hull structures, characteristics of the mechanisms and equipment of the vessel, as well as recommendations for repair technology. An important function of the project management office is to participate in the strategic management of project portfolios. To implement this function in the enterprise management system, certain prerequisites for the development of portfolio management must be formed: a formalized strategy, metrics for evaluating projects for compliance with the strategy, a certain culture of management decisions. The duration of vessel repair determines the time of decommissioning. This important strategic indicator is the basis for the formulation of BS (balanced scorecard). An important task of the project management office is to implement feedback and provide information on the status of achieving the planned indicators at all levels of enterprise management. The structure of the function and tools of the project management office are determined by the management of the enterprise depending on the number and complexity of the ship repair projects, level of development of the corporate information system of the enterprise, availability of specialists with appropriate qualifications. The project management office will provide effective communication between project management and functional services of the enterprise, which will significantly improve the quality of the enterprise management system as a whole. The organization of the project management office in the management system of the ship repair enterprise will ensure the effective allocation of resources for projects, accounting for available resources of the enterprise, coordination of goals and tasks of individual projects with strategic plans of the enterprise. All this is aimed at reducing costs and increasing the competitiveness of the ship repair enterprise.
Over the past decades, the competitiveness of enterprises in the world shipbuilding and ship repair markets is being determined by the level of development of information and communication technologies, on the basis of which global value chains are being formed. The shipbuilding 4.0 methodology is being introduced in the industry, which is based on the advanced technologies of the fourth industrial revolution. The aim of the article is to study the models and mechanisms for portfolio management of shipbuilding and ship repair enterprises on the basis of modern information technology for the effective implementation of strategic goals and sustainable development. The basis of the organizational and methodological support of portfolio management of shipbuilding enterprises is a system of planning and accounting units. This is a three-level model for the shipbuilding work breakdown. The first level of work breakdown consists of shop stages (list of works performed by a certain production department). The second level of work breakdown is technological sets that are being formed in the process of production planning on the principles of structural and technological unity of work and are the basic elements in the intershop operational management. Technological operations are carried out at the third level of work breakdown (brigade sets). At the upper levels of shipbuilding work breakdown, all the key features of project management take place. Technological sets are recommended to be used as an information and analytical basis when developing the network models at the upper levels of structural work breakdown. The methodology for portfolio management of projects of a shipbuilding enterprise described in the article is aimed at aligning the goals and objectives of individual projects and the portfolio as a whole with the strategic plans of the enterprise.
The aim of the article is to study the features of the development of cluster systems for the construction of transport vessels and develop on this basis recommendations for the use of agile methodology in the mechanisms of effective management in cluster integrations. The characteristic features of a project-oriented operating system with a matrix organizational structure have been determined. The principles of the agile methodology have been adapted to the management mechanisms of the shipbuilding cluster system. The examples of the use of agile approaches that complement and strengthen the existing matrix management structure in the shipbuilding cluster system are given. The agile approaches are implemented through: maintaining stable links in the supply chain at all stages of the life cycle of the cluster; focusing the cluster system as a whole on customer needs; creation of cross-functional teams for support and development of human resources; creation of a logistics center in accordance with the agile methodology, which is implemented through short feedback cycles and regular adaptation of supply processes; lean production ‒ from design to production at all stages. It is proposed to develop a corporate information system in business processes and supply chains of the shipbuilding cluster. Information flows connect cluster members, functions, supply chain management tasks, as well as different levels of management decision-making. Team cooperation between representatives of project organizations and the project management office of shipbuilding enterprises will ensure the development of the information system as a whole, as well as the integrity and consistency of individual elements. This confirms that the agile methodology provides flexibility in management and operational adaptation to changes in order to achieve the main goal ‒ the competitiveness of cluster integration and its elements.
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