Creating the agile-model to manage the activities of project-oriented transport companies

Abstract

This study considers an agile model for the organization of activities of a project-oriented transport company. Building a project-oriented company (project-oriented management) requires an appropriate theoretical base. The agile model of transport company operation has been developed, for which the cycles have been determined, the content of each cycle has been defined, and the flow of information has been simulated. The transformation of information in each cycle of the model has been characterized, taking into consideration the operational specificity of transport companies’ activities. A given model was compared to the main stages of a project’s lifecycle. Two indicators have been proposed such as the degree of project uniqueness and the degree of project complexity that reflect the corresponding project characteristics. The complexity of the project’s operational activities refers to the number of elements and their alternatives. Part of the project is an «operation» that forms a unit of the project’s network schedule. The uniqueness of the project of operational activities means the difference between the current project and other projects, already implemented or is being implemented by the company. The estimation formulae for these indicators have been derived. The proposed indicators for the given example have been calculated; the interpretation of the results has been proposed. The calculation results have demonstrated the adequacy of input-output data and the practical applicability of these indicators. These metrics are not limited to the context of an additional project specification. Their level is proposed to be used in the processes of estimating the time of individual project periods and the agile model’s cycles within the initial stage ‒ creating a product concept model and preparing for implementation. In addition, these indicators could be used effectively for employee remuneration.

Development of a method for assessing the quality of project management processes based on the entropy approach

“…ISSN 2664-9969 point of view of management processes, the time of project implementation is also important. Indeed, according to the definitions of project success [21], a project is successful if it is implemented on time within the established budget and achieves the planned results. Thus, only providing cost limits as well as income or other value indicators for, for example, noncommercial projects does not reflect the qua lity of project management processes.…”

“…These estimates can be obtained in various ways (which is not the subject of this study) -expert estimates, ana lysis of the distribution law, for example. In the latter case, options for changing the characteristics for different probabilities can be considered (for example, as in [21]). In any case, regardless of the method, a set can be set for each work W i n i , , :…”

“…LET's note that the «project value» can be expressed in different ways, but, in any case, as a rule (especially for commercial projects), it depends on both the project costs and the project implementation time (the latter is characterized and studied on a mathematical model in [21]). Therefore, they are determined on the basis of combinations of characteristics of time and costs, as well as the specific characteristics of those works from the set W i n i , , = 1 that are associated with obtaining «value» (for example, income from the sale of a project product).…”

Механізми Оцінки Та Забезпечення Якості Управління Проєктом

“…У роботах вітчизняних авторів було запропоновано розглядати якість управління проєктами з позиції ентропійної концепції управління [8][9][10]. Зазначимо, що ентропія є однією з універсальних категорій сучасної науки, що успішно використовується для оцінки стану не лише фізичних систем, а й підприємств, організацій, людських спільнот.…”

Project Management Processes Quality Assessment Based on the Entropic Concept

“…Розірвання договору з постачальниками з різних обставин і залучення ресурсів за вищими цінами також є прикладами причин можливого збільшення вартості робіт у проєкті. Зазвичай планові показники і результуючі показники ґрунтуються на найімовірніших оцінках (математичному очікуванні) [17]. Подібні обставини мають бути розглянуті в рамках аналізу ризиків проєкту, унаслідок якого формуються оцінки можливого збільшення часу та витрат для кожної роботи.…”