Determinants of Project Management Efficiency

Abstract

Objective. Analysis of determinants of project management effectiveness in the world. Methods. The following methods and techniques of cognition were used in the research process: theoretical generalization and comparison, analysis and synthesis, induction and deduction, generalization and systematization. Results. It was established that project management (project management) began to develop actively in the 70s of the 20th century, which is associated with a change in the business environment and, as a result, the appearance of a whole series of new temporary tasks that must be solved by the enterprise in order to ensure its competitiveness. It was determined that there is a significant demand for specialists with knowledge and skills in the field of project management on the world labor market. According to the results of the Findstack study, by 2030 the need for project management specialists will be 25 million people. It was established that starting from the 70s of the 20th century, the institutionalization of the development of project management was recorded, which was manifested in the emergence of a number of international organizations that focus their attention on research, coordination and dissemination of the best practices of project management (Project Management Institute - Project Management Institute (PMI ), International Project Management Association (IMPA), Association for project management (APM), Global Alliance for project performance standards (GAPPS), etc.), development of project management standards, including PMBOK, ISO, etc.It was determined that despite the fact that project activity is gaining more and more popularity in companies all over the world, it is not always guaranteed to bring the desired effect and be effective. It is substantiated that the main factors affecting the effectiveness of project activities in the organization are: understanding by the management of the enterprise of the value and purpose of project management; the level of project knowledge and skills of personnel involved in project management at the enterprise; the ability to clearly define and monitor in real time indicators of the effectiveness of project implementation; the level of digitization of the enterprise, including the availability and effectiveness of the use of specialized project management software, project management methodology in general and risk management in particular; the ability to ensure quick and transparent communication between project team members, with the customer, effective inter-project management, etc.