МОДЕЛЬНИЙ ПІДХІД У МЕТОДОЛОГІЇ УПРАВЛІННЯ ПРОЕКТАМИ

Вступ. У деяких математичних моделях управління проектами виникає потреба встановлення максимального радіусу гіперсфери, зануреної в поліедральну галузь. Сучасний математичний апарат теорії оптимізації сумісно із застосуванням комп’ютерних технологій дає змогу розв’язувати нелінійні задачі оптимізації, але завжди існує доцільність лінеаризації складних нелінійних задач. Таке спрощення дає змогу використовувати точні класичні методи оптимізаційного розв’язку, на відміну від наближених, для нелінійної оптимізації. Поставимо завдання строгого математичного зведення (лінеаризації) багатовимірної нелінійної задачі оптимізації про занурення гіперсфери максимального радіусу в опуклу ділянку типу поліедру. Нехай маємо замкнений поліедр, поданий системою лінійних алгебраїчних нерівностей. У ділянці замкненого поліедру необхідно розмістити гіперсферу максимального радіусу. Мета. У статті проаналізовано модель установлення максимального радіусу гіперсфери, розміщеної (зануреної) у поліедральну ділянку (опуклу множину, обмежену прямими лініями), яка забезпечує врахування великої множини факторів, серед яких – управління інтеграцією (Project Integration Management); предметна ділянка проекту (Project Scope Management); управління якістю (Project Quality Management); управління часом (Project Time Management); управління вартістю (Project Cost Management); управління комунікаціями (Project Communication Management); управління контрактами (Project Procurement Management); управління ризиками (Project Risk Management). Результати. У моделі запропоновано строге математичне зведення (лінеаризація) нелінійної оптимізаційної задачі про розміщення гіперсфери максимального радіусу в опуклу ділянку типу поліедру до задачі лінійної оптимізації. Таким чином, задача про розміщення гіперсфери найбільшого радіусу в поліедрі формулюється як задача лінійної оптимізації. Висновки. Строго доведено можливість лінеаризації задачі про занурення гіперсфери максимального радіусу у поліедр. Задачу зведено до класичної задачі лінійної оптимізації, яка може бути розв’язана відомими методами. Запропонований підхід узагальнюється на задачі довільної скінченої вимірності.

Proposing a New Methodology for Monument Conservation “SCOPE MANAGEMENT” by the Use of an Analytic Hierarchy Process Project Management Institute System and the ICOMOS Burra Charter

Managing the scope of the “Properties” and “Performances” domains plays a fundamental role in the scheduling and controlling of the wide variety of variables and processes involved in any project, for the purpose of increasing the quality of outputs, which leads to time and budget-saving. Notably, in monument conservation projects, “scope management” is a vital factor targeted at maintaining historical parameter values and accuracy in the number of interferences and occupations on sites. Nowadays, as urbanization speeds up unprecedently, the territories of these heritage sites have been demolished or have lost their place on the World Heritage List. Undoubtedly, the existence of such critical conditions makes it increasingly necessary to apply scope management methods to preserve such archaeological and historic sites across the world. The purpose of this article is to propose a “Comprehensive and Regular Systematic Schedule” for the purpose of monument conservation via the use of scope management, based on the International Council on Monuments and Sites (ICOMOS)—specifically the Burra Charter (1981). The results of this research include hierarchical levels of management processes which consider all the effective variables, both the tangible and intangible elements (independent factors) and the other weaknesses and opportunities of the project in order to determine the scope of the required operations, which must be scheduled based on historical sites’ conservation charters. In this way, in addition to reviving a cultural landscape’s (cultural heritage or site) essential and valuable parts, unnecessary changes can be avoided.

Approach to a Project Framework in the Environment of Sustainability and Corporate Social Responsibility (CSR): Case Study of a Training Proposal to a Group of Students in a Higher Education Institution

The purpose of this research was to plan an approach to a project framework that integrated a model for sustainability and CSR, with the process groups of the Project Management Body of Knowledge (PMBOK®) standard, in its application to the training of a group of students in Project Design, Management, and Evaluation. The integration was justified by the scarce explicit references to sustainability and CSR found in traditional project management guidelines, norms, and standards. The new framework was used to structure a Sustainability Management Plan, which made it possible to incorporate sustainability criteria throughout the life cycle of the training project. The training proposal in Project Design, Management, and Evaluation was chosen, among several alternatives, by a multi-criteria selection process (fuzzy AHP) in the context of project scope management. The results reveal a great heterogeneity among the models and the lack of a base of key indicators in sustainability and CSR measurement tools as well as of explicit references to sustainability in project management standards. It is therefore necessary to develop a Sustainability Management Plan that can be introduced in the Project Management Plan and thus influence the strategic and operational guidelines of the Institution.

The Contribution of the Knowledge Areas to Project Success

An increasing number of organizations operate through projects to achieve their strategic objectives. The main objective of this study is to analyse the degree of dissemination of the project management (PM) practices and their contribution to projects success. A survey performed to project managers aims to identify the extent to which the different knowledge areas and their respective PM practices are implemented and linked to projects success. The results achieved underlines that the practices related with cost, time, and scope management are the most well stablished. Furthermore, the study highlighted that other knowledge areas had an effect on projects success. Moreover, the project managers pointed out other less immediately reachable criteria for project success like end-customers and project team satisfaction or fulfilment of organizational objectives. The use of a multidimensional analytical approach to PM makes an important contribution in the analyses of the practices and factors that most contributed to project success.

A Data Scope Management Service to Support Privacy by Design and GDPR Compliance

In order to empower user data protection and user rights, the European General Data Protection Regulation (GDPR) has been enforced. On the positive side, the user is obtaining advantages from GDPR. However, organisations are facing many difficulties in interpreting GDPR, and to properly applying it, and, in the meanwhile, due to their lack of compliance, many organisations are receiving huge fines from authorities. An important challenge is compliance with the Privacy by Design and by default (PbD) principles, which require that data protection is integrated into processing activities and business practices from the design stage. Recently, the European Data Protection Board (EDPB) released an official document with PbD guidelines, and there are various efforts to provide approaches to support these. However, organizations are still facing difficulties in identifying a flow for executing, in a coherent, linear and effective way, these activities, and a complete toolkit for supporting this. In this paper, we propose the design of such flow, and our comprehensive supporting toolkit, as part of the DEFeND EU Project platform. Within DEFeND, we identified candidate tools, fulfilling specific GDPR aspects, and integrated them in a comprehensive toolkit: the DEFeND Data Scope Management service (DSM). The aim of DSM is to support organizations for continuous GDPR compliance through model-based Privacy by Design analysis. Here, we present DSM, its design, flow, and a preliminary case study and evaluation performed with pilots from the healthcare, banking, public administration and energy sectors.

Centre of Accreditation and Recognition of Excellence (CARE): Managing Scope of Technical and Vocational Education and Training (TVET) Courses towards Industrial-Based Recognition

The problem of unemployed graduates or mismatch between jobs and qualifications is amongst the subject often discussed by the new graduates nowadays. employers argue that many graduates do not possess the sufficient experience, knowledge and skills applicable to industry requirements even if they have spent between three and five years on a degree or graduate diploma. With high competition between the young graduates and experienced workers as well as the limited job vacancies available due to the current economic downturn as a result of the covid-19 pandemic, majlis amanah rakyat (mara) thus took the initiative to develop the centre of accreditation and recognition of excellence (care) in providing technical and vocational education and training (tvet) courses to undergraduate students towards industrial-based recognition. This paper hence appraises the scope management of tvet courses offered by care in ensuring that mara inspiration can be successfully fulfilled whilst the aforementioned problems amongst the young graduates can be solved efficiently. The findings of this paper are expected to clarify the elements needed by other higher education institutions and industries in managing the scope of tvet courses to develop care with industry-based recognition added value

The Empirical Relationship between the Stakeholder Involvements, Project Manager Skills, Top Management Strategy and Project Scope Management: A Study on Government Projects in the Sultanate of Oman

The study aims to examine the relationship between the stakeholder's involvement, project manager skills, top management strategy and project scope management in the funded government project in the sultanate of Oman. A mapping of this relationship has been issued in previous paper to highlight the importance of these variables and effect on the scope management. A statistical tool which is spss was used to analyze the data collected. The findings indicated that there are positive and significant relationship between the stakeholder's involvement, project manager skills, top management strategy and project scope management. Moreover, these variables can be further tested to evaluate their effect on government projects. The findings also confirmed that stakeholder's involvement, project manager skills, top management strategy has positive effect on the project scope management. Finally, the study suggested numbers of others influencing factors for future study on the project management practices of government projects.