No abstract

The paper describes the possibilities of implementing cobots for the execution of manual tasks in human-cobot collaborative teams to reduce waste within manufacturing systems from the perspective of Industry 5.0. Particular attention is paid to those manufacturing systems where, due to the high costs of possible reorganization, cobots are implemented in the existing system without significant modifications. The work is carried out in collaboration between humans and machines. To illustrate proposed implementation model, a conceptual use case (concept case) corresponding to an actual furniture manufacturing process was developed. The identification of the space for the use of cobots was verified using the value stream mapping method, and the implementation possibilities were analyzed using dedicated simulation software. The production process was mapped in both the value stream map and the simulation software. The potential for time savings in the implementation of the production process and a potential increase in the average production volume were demonstrated. Thus, the implementation possibilities of the presented concept were positively verified. The presented approach forms the basis for innovative solutions based on an interdisciplinary combination of organizational, management, and technical issues from the perspective of cobot use. This offers the opportunity to develop a cost-effective solution for implementing modern cobotic system technology to reduce waste in line with lean management. The concept opens up the perspective for many questions in terms of how and when to implement a cobotic systems solution in an organization. This is particularly relevant from the perspective of a company operating in a specific industry, using selected technologies and work organization methods.

Context The complexity of modern economic processes, along with the pressure from competition, the increasing client expectations and the need to introduce changes in the course of project implementation have led to a great interest in agile management methods. Therefore, the answer the question whether the implementation of an agile approach to project management can contribute to the project success is gaining relevance in a changing and inconsistent environment. Objective This study attempts to answer the question which aspects of agility and in what manner can influence the final outcome of project work? The underlying objective of the study was to identify the conditions and success factors of implemented projects. Method This paper presents the results of a survey conducted in companies in ICT sector. For this purpose, a number of reports and materials provided by organisations and associations dealing with project management issues, in particular ICT projects, were analysed, complemented with data obtained from statistical offices and financial institutions. For the purposes of the own study, an original questionnaire was developed to identify critical factors for project success, in particular the defined agile components. Results On the basis of the conducted survey it can be concluded that the presence and high level agility is conducive to successful projects. It is the high level of agility supporting project activities that is essential for success. Of no less importance are the people and interactions between them, as well as self-organising teams. They are crucial for a positive evaluation of the project activities. Conclusions Identification of the relationship between selected agility components and project success components allowed recommendations for solutions and attitudes that increase the chances of success in project management to be formulated. The synergy of individual agile components applied that increases the chances for project success.

Effective project management has contributed to successful operations and process management. The goal of this article is to look at the link between a project’s success (PS) and the amount of intellectual capital (IC) an organization has. Instead of being reactive to measuring the cost, timeliness, and quality (customer requirements), a more predictive indicator of a project’s success is needed. Nearly 300 people who work in the field of digital (information and communication) technology took part in the survey research. The survey contains 88 questions. Several statistical techniques are utilized for the data analysis. Based on the comprehensive surveys, the findings show the strong possibility for IC to be adapted as a predictor of the success of investment projects, especially for digital upgrade and improvement. IC plays a key role in assuring the effective (and successful) project management. The study highlights the impacts of effective project management on industrial and organizational operations. This highlight is based on the attempt to determine whether IC contributes to a PS. In this study, in addition to the three traditional factors of cost, timeliness, and quality (or requirements), IC should be considered as a prediction for the project management’s success. The survey was addressed to selected companies from the ICT industry (IT projects). The sample selection is based on non-probability sampling. The author’s method of converting the respondents’ answers into binary form was adopted.

Streszczenie. Wzrost znaczenia zwinnych metod staje się światowym trendem w zarządzaniu projektami IT. Ze względu na specyfikę wdrażanych projektów, podejście prezentowane w tych metodach jest coraz częściej wybierane i preferowane zarówno przez klientów, jak i przez dostawców rozwiązań. Obserwacja rynku nie pozostawia wątpliwości, że zwinne metodyki zarządzania projektami napotykają na szereg trudności, ograniczeń i barier. Mają one wpływ zarówno na wybór metodyki, jak również na ostateczny sukces projektu. Dotyczy to w szczególności rozwiązań realizowanych w sektorze publicznym. Artykuł jest próbą charakteryzacji i usystematyzowania przyczyn tych ograniczeń i pokazuje szczególnie istotne bariery z perspektywy prawnej i organizacyjnej. Badania własne, analiza źródeł wtórnych, a także wielu projektów wdrożeń w branży pozwoliły na identyfikację kluczowych rekomendacji w zakresie koniecznych zmian.Słowa kluczowe: zarządzanie projektami, metodyki klasyczne, metodyki zwinne, agile, sektor publiczny, sukces projektu, czynniki zwinności LEGAL AND ORGANIZATIONAL DETERMINANTS OF IMPLEMENTATION OF AGILE MANAGEMENT IN IT PROJECTSAbstract. The agile methods are becoming increasingly popular in IT project management worldwide. The character of the implemented projects makes this approach more and more favored among both clients and solution providers. An examination of the market reveals that agile project management faces different problems, limitations and barriers that influence the choice of given methodology and condition the successful delivery of projects, especially in the public sector. The article attempts to characterize and systematize the reasons for such limitations and to indicate major obstacles to the implementation from legal and organizational perspective. The own research, analysis of secondary sources, as well as numerous implementation projects in the field allowed for the formulation of key recommendations for necessary changes. Ł. KańskiKeywords: project management, traditional methodologies, agile methodologies, public sector, successful delivery of projects, agility factors WstępRozwój współczesnej gospodarki jest zdeterminowany skutecznością realizacji zadań projektowych. Sektor ICT w Europie wytwarza około 4% PKB, a wartość dodana tego sektora w UE przekracza 580 mld EUR, co stanowi prawie 10% wartości dodanej działalności przemysłowej ogółem 1 . Powyższe dane pokazują skalę zapotrzebowania rynku IT, a co za tym idzie potrzebę realizacji projektów zgodnie z wymaganiami. Warto zwrócić uwagę, że jedynie 30% projektów jest realizowanych z sukcesem. Ponad połowa wymaga zmiany bądź przedefiniowania celów, a mimo to około 20% projektów kończy się niepowodzeniem 2 .Istotną kwestią jest ujęcie sukcesu projektu w przywoływanym badaniu. Standish Group dokonał rewizji definicji sukcesu projektu odchodząc od "złotego trójkąta projektowego" zdefiniowanego przez Project Management Institute jako realizacja projektu zgodnie z budżetem, harmonogramem oraz wymaganiami biznesowymi. Miarę sukcesu wzbogacono o kryte...