Development of the concept of construction of the project management information standard on the basis of the primadoc information management system

Teslia, Iurii; Yehorchenkova, Nataliia; Yehorchenkov, Oleksii; Khlevna, Iulia; Kataieva, Yevheniia; Veretelnyk, Vitaliy; Chastokolenko, Ihor; Ohirko, Ihor; Khlevnyi, Andrii; Latysheva, Tatiana

doi:10.15587/1729-4061.2022.253299

Cited by 8 publications

(11 citation statements)

References 12 publications

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“…The implementation of social capital concept [39] in the decision-making process, especially in more general cases, also can be considered in the future. Moreover, the combination of expert knowledge with information on the deviation of both determined and actual parameters of previous projects as proposed in [40] is interesting to be implemented in the future.…”

Section: Discussion Of the Results Of Developing The New Webbased Dec...mentioning

confidence: 99%

Infrastructure project selection automation using non-structural fuzzy decision support system II

Hansen

Suryadibrata

Hansun

2023

EEJET

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In this study, we develop a web-based Decision-Making Tool (DMT) based on a four-year research project in building the proper multiple criteria Decision-Making Framework (DMF) for infrastructure project selection automation. Several challenges in selecting and prioritizing infrastructure projects include poor front-end planning, lack of project funding, improper investment, unsustainable development, regulatory barriers, and poor coordination among stakeholders. The Non-Structural Fuzzy Decision Support System II (NSFDSS-II) is chosen as the main method applied in the proposed DMF since it could resolve complex multi-criteria problems, even without sufficient information provided. When developing the DMT, Agile software development method is used since the development cycle can be run in a light and fast manner with iterative and incremental processes. The DMT is successfully developed by using PHP, HTML, and JavaScript which implement the proposed NSFDSS-II method. We further tested the decision results from the DMT by using eight real past infrastructure projects from relevant infrastructure agencies in Indonesia, such as the Ministry of Public Works and Housing (MPWH), the Ministry of Transportation, and the Local Government. The DMT outcomes were compared with the actual implementation status and evaluated by an independent expert. It was found that the decision results from the developed DMT are in accordance with the real implementation status of evaluated projects. The DMT is recommended to be used for infrastructure project selection automation. However, despite of its fast and accurate result, the DMT should be tested on larger number of infrastructure projects in the future

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Section: Discussion Of the Results Of Developing The New Webbased Dec...mentioning

confidence: 99%

Infrastructure project selection automation using non-structural fuzzy decision support system II

Hansen

Suryadibrata

Hansun

2023

EEJET

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“…Therefore, the paper examined the question of what should be the structure of the digital space (in the sense of the information component needed for project management) and what tools could display this information component in some technical environment (cloud services, server or distributed computer network of the company). In the work, such mapping was based on the use of enterprise and project information management tools, in particular the PrimaDoc system [15].…”

Section: Methodsmentioning

confidence: 99%

“…This approach is also associated with the idea of creating software and information add-ons for project management tools that reflect the operating conditions and needs of enterprises for certain information [15]. But the ideas of applying meta-methodologies and software and information add-ons in the organizational structures of project management are not combined into a single methodological, organizational and technological project management system (MOT PMS), specified by the conditions of the digital transformation of companies.…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

Development of the concept of building project management systems in the context of digital transformation of project-oriented companies

Teslia

Khlevna

Yehorchenkov

et al. 2022

EEJET

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An analysis of the impact of new global trends, such as Industry 4.0, on project-oriented companies was performed. Based on the analysis, the research problem is formulated, which consists in the need to create project management systems in accordance with the concepts, ideas, principles and methods of digital transformation of project-oriented companies. Project management processes in the conditions of digital transformation of project-oriented companies are defined as the object of research. An approach to the creation of project management systems is proposed, which is based on the need to adapt the organizational, methodological and technological components of these systems to the specifics of a project-oriented company and the conditions of digital transformation. Based on this approach, the methodological, organizational and technological components of project management systems were improved. As part of the organizational component, a structural and functional model of project management is proposed, which takes into account the conditions of digital transformation of a project-oriented company. Within the framework of the methodological component, it is proposed to use management meta-methodology to create a project management methodology specific to the company's conditions and digital transformation processes. A digital interpretation of matrix information technologies for the technological component is proposed. An organizational and technological model of implementation of project management systems in the conditions of digital transformation of companies was developed. The conditions for the practical use of the concept are given: the systematic organization of the digital space and the availability of qualified specialists in the creation of project management systems. The implementation of the concept made it possible to reduce the project execution time by 5–20 %, as well as project cost due to more rhythmic work performance

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“…In this part the idea of using project management meta-methodology to create specific (for the conditions of enterprises) project management methodologies have been proposed [1]. On the other hand, there are works that investigate the creation of software and information superstructures over project management tools, reflecting the conditions of functioning and the needs of enterprises in this or that information [11]. But among the works there are no such works that would show how to combine the specific features of building enterprisespecific organizational structures, methodologies and information technologies into a single project and program portfolio management system (PPPMS).…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

Teslia¹,

Yehorchenkova²,

Khlevna³

et al. 2022

SJAITU

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The functional limitations of modern corporate project and program management systems are presented. It is shown that the main limitation of such systems is connected with the weak implementation of organizational and methodological components, especially in the processes of project and program portfolio management. The structure of project and program portfolio management system, focused on the management of project portfolios in project-oriented companies, is proposed. The necessity of creating project and program portfolio management system in the companies involved in the implementation of a significant number of complex projects is justified. It was shown that since such systems combine organizational and methodological components, they are highly dependent on the construction of the project-oriented company itself. On its organizational structure, company management processes, peculiarities of the production process and its management. The consequence of this is the uniqueness of project and program portfolio management system. Description of organizational, methodological, and technological components of such system is given. The distinctive features of these components in different companies are described. It is shown that the organization of 3P-management is based on the creation of a service engaged in the implementation of project management in the company. The methodological component of project and program portfolio management system should be based on project management meta-methodology. And information technology should be based on a matrix model of interaction between company management tools and projects. The ways of integration of organizational, methodological and technological components of project and program portfolio management systems based on the implementation of a system-forming project of creating a project and program portfolio management system are presented.

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Development of the concept of construction of the project management information standard on the basis of the primadoc information management system

Cited by 8 publications

References 12 publications

Infrastructure project selection automation using non-structural fuzzy decision support system II

Infrastructure project selection automation using non-structural fuzzy decision support system II

Development of the concept of building project management systems in the context of digital transformation of project-oriented companies

Approach and Structure of Special Organizational, Methodological and Technological Components of Project and Program Portfolio Management Systems

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