Risk management in traditional and agile project management

Buganová, Katarína; Šimíčková, Jana

doi:10.1016/j.trpro.2019.07.138

Cited by 51 publications

(25 citation statements)

References 3 publications

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“…But in modern sources devoted to the risks of transport projects [13,14], they do not touch upon the risks associated with transport services. Similarly, for works devoted to the costs [15,16] of transport and infrastructure projects.…”

Section: Introductionmentioning

confidence: 99%

Modelling the project transport support optimal option

Rusanova¹,

Piterska²,

Onyshchenko³

2021

TAPR

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The object of research is the processes of planning transport provision of projects. The vast majority of projects involve the creation of tangible objects as a product. The implementation of such projects is associated with the use of various types of materials and equipment, which necessitates transport services for the functioning of the project logistics system. Vehicles with different characteristics can be used to solve the same transportation problems. Also, for large-scale infrastructure projects, rental of vehicles is often used for the duration of the project. This allows, on the one hand, to save on transportation costs, on the other hand, to gain complete control over the transportation processes in the project. As a research result, an optimization model has been developed for determining the option of transport support for the project. The variant of transport support of the project is understood as a set of combinations of types and types of vehicles, their characteristics and conditions of use in the project for the work of the project that provide for transport services. Acquisition, lease or transport services from the project suppliers are considered as conditions for the use of vehicles in the project. The optimization criterion is the cost of transport support, taking into account their possible increase, as well as the potential risks of losses associated with the failure to complete the work. Constraints take into account costs, time to receive a project product, and availability of transportation options. Experimental calculations, a fragment of which is presented in the research, demonstrated the efficiency of the developed model, its adequacy and reliability of the results obtained with its help. The area of practical use of the model is making decisions about transportation at the stage of project planning. The model allows for «what-if» experiments, which reflect various scenarios that are possible in the transportation of the project. And this, in turn, allows at the stage of project planning to assess the possible risks associated with transportation, and to establish their impact on the project as a whole.

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Section: Introductionmentioning

confidence: 99%

Modelling the project transport support optimal option

Rusanova¹,

Piterska²,

Onyshchenko³

2021

TAPR

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“…A synthesis of literature studies including determinants of agile project management methods (Highsmith 2009;Stare 2014;Niazi et al 2016), risk management processes (Thamhain 2013;Hopkin 2018;Buganová and Šimíčková 2019;Tavares et al 2020), and IT project stakeholders (Orłowski et al 2017;Vallon et al 2018) as well as the factors that shape project success and failure (The Standish Group) clearly indicates that in most publications on risk in agile-managed projects, the human factor is heavily underestimated at the expense of sometimes over-favoring procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted.…”

Section: Methodsmentioning

confidence: 99%

“…The topic of project risk management has been addressed for many years (Hottenstein and Dean 1992;Thamhain 2013), and yet remains relevant (Hopkin 2018;Buganová and Šimíčková 2019;Tavares et al 2020). The occurrence of risk in a project is inevitable, and therefore occurs at all levels of project delivery.…”

Section: Literature Reviewmentioning

confidence: 99%

“…The Identified risk factors that occur during project planning have been shown in Figure 1. ment, monitoring, and response, where individual component processes follow in succession (Buganová and Šimíčková 2019;Tavares et al 2020), restrictions for the obtained test results were adopted. The following restrictions are intended to provide a broader view of the obtained research results and to define guidelines for the development of individual component processes on the proposed risk management model in agile project management:…”

Section: Identification Of Risk Factorsmentioning

confidence: 99%

See 1 more Smart Citation

Sustainable Risk Management in IT Enterprises

Trzeciak

2021

Risks

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A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted, which is also the second concept with the GPM P5 Standard for Sustainability in Project Management. Thus, the purpose of this article is to develop a model for risk management in IT projects. As a result of the empirical research carried out by means of an expert interview (108 experts) and a questionnaire survey (123 respondents), a risk management model was developed and six original risk management areas were identified, describing 73.92% of all risk factors that may occur during the implementation of an IT project. Furthermore, empirical studies confirm that basic processes such as risk factor identification, impact assessment, and key risk factor management are used by managers and/or team leaders during the implementation of IT projects.

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“…Risks in agile project management have been identified in [17] and, in comparison, with the traditional (not agile) approach to project management.…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

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

Pavlova¹,

Onyshchenko²,

Obronova³

et al. 2021

EEJET

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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.

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Risk management in traditional and agile project management

Cited by 51 publications

References 3 publications

Modelling the project transport support optimal option

Modelling the project transport support optimal option

Sustainable Risk Management in IT Enterprises

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

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