Need of transformation of means of support of project financing for commercial banks is proved.The analysis and modeling of business processes of project management by the contextual chart and the chart of decompositi...Need of transformation of means of support of project financing for commercial banks is proved.The analysis and modeling of business processes of project management by the contextual chart and the chart of decomposition is carried out that allowed to describe the main stages of project financing.With use of tools of programming the business application of project management which will promote operational assessment on selection of introduced drafts is created.展开更多
The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based...The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based on the risk factors during the SAP Business One implementation, questionnaire was used to study the key risk factors of SAP Business One implementation. Results illustrate ten key risk factors, these are risk of senior managers leadership, risk of project management, risk of process improvement, risk of implementation team organization, risk of process analysis, risk of based data, risk of personnel coordination, risk of change management, risk of secondary development, and risk of data import. Focus on the key risks of SAP Business One implementation, the interpretative structural modeling approach is used to study the relationship between these factors and establish a seven-level hierarchical structure. The study illustrates that the structure is olive-like, in which the risk of data import is on the top, and the risk of senior managers is on the bottom. They are the most important risk factors.展开更多
Many companies work in projects and the number of companies working in multi-project management is growing worldwide.In Germany and Europe there are a large number of companies that are active in this area depending o...Many companies work in projects and the number of companies working in multi-project management is growing worldwide.In Germany and Europe there are a large number of companies that are active in this area depending on the industry.However,there is also the question if it makes sense in addition to the organization and structure,to implement agile leadership.Agility in project management refers not only to the organizational structure(agile organization)and processes(agile working),but also to the behavior and attitudes of the organization members(agile mindset)(Häusling&Rutz,2017).Executives in particular are faced with radically changed framework conditions in an agile environment:Agile leadership requires a new understanding of leadership and a new leadership attitude.Agile leadership models bring with them new leadership principles and leadership roles.This paper shows that by introducing the components of agile leadership,a company can lower its fluctuation rate and keep it stable.A 24-month study in a company working in the fields,energy construction/line layout/communication technology industry,showed that the fluctuation rate could be reduced and kept stable from an average of 14.85%after the introduction of agile leadership to 8.6%.展开更多
The research undertaken within a Greek IT organisation specialising in service provisioning to the Greek banking sector discusses the various aspects of a number of identified environment factors within five distinct ...The research undertaken within a Greek IT organisation specialising in service provisioning to the Greek banking sector discusses the various aspects of a number of identified environment factors within five distinct IT projects which affect the requirements analysis phase. Project Management (PMBOK? Guide 4th ed.), IT Service Management (ITIL? v3) and Business Analysis (BABOK? Guide 2.0) framework practices applied to the various IT projects are highlighted in regard to improved activity execution. Project issue management, stakeholder management, time management, resources management, communication management and risk management aspects are presented. These are then linked to the identified environment factors so as to indicate the adaptability of an IT support team to changing environment factors in IT project environments and how the fulfilment of these factors can significantly contribute to effective requirements analysis and enhance the requirements management cycle.展开更多
文摘Need of transformation of means of support of project financing for commercial banks is proved.The analysis and modeling of business processes of project management by the contextual chart and the chart of decomposition is carried out that allowed to describe the main stages of project financing.With use of tools of programming the business application of project management which will promote operational assessment on selection of introduced drafts is created.
文摘The possible risk factors during SAP Business One implementation were studied with depth interview. The results are then adjusted by experts. 20 categories of risk factors that are totally 49 factors were found. Based on the risk factors during the SAP Business One implementation, questionnaire was used to study the key risk factors of SAP Business One implementation. Results illustrate ten key risk factors, these are risk of senior managers leadership, risk of project management, risk of process improvement, risk of implementation team organization, risk of process analysis, risk of based data, risk of personnel coordination, risk of change management, risk of secondary development, and risk of data import. Focus on the key risks of SAP Business One implementation, the interpretative structural modeling approach is used to study the relationship between these factors and establish a seven-level hierarchical structure. The study illustrates that the structure is olive-like, in which the risk of data import is on the top, and the risk of senior managers is on the bottom. They are the most important risk factors.
文摘Many companies work in projects and the number of companies working in multi-project management is growing worldwide.In Germany and Europe there are a large number of companies that are active in this area depending on the industry.However,there is also the question if it makes sense in addition to the organization and structure,to implement agile leadership.Agility in project management refers not only to the organizational structure(agile organization)and processes(agile working),but also to the behavior and attitudes of the organization members(agile mindset)(Häusling&Rutz,2017).Executives in particular are faced with radically changed framework conditions in an agile environment:Agile leadership requires a new understanding of leadership and a new leadership attitude.Agile leadership models bring with them new leadership principles and leadership roles.This paper shows that by introducing the components of agile leadership,a company can lower its fluctuation rate and keep it stable.A 24-month study in a company working in the fields,energy construction/line layout/communication technology industry,showed that the fluctuation rate could be reduced and kept stable from an average of 14.85%after the introduction of agile leadership to 8.6%.
文摘The research undertaken within a Greek IT organisation specialising in service provisioning to the Greek banking sector discusses the various aspects of a number of identified environment factors within five distinct IT projects which affect the requirements analysis phase. Project Management (PMBOK? Guide 4th ed.), IT Service Management (ITIL? v3) and Business Analysis (BABOK? Guide 2.0) framework practices applied to the various IT projects are highlighted in regard to improved activity execution. Project issue management, stakeholder management, time management, resources management, communication management and risk management aspects are presented. These are then linked to the identified environment factors so as to indicate the adaptability of an IT support team to changing environment factors in IT project environments and how the fulfilment of these factors can significantly contribute to effective requirements analysis and enhance the requirements management cycle.
