Strategic projects of oil and gas companies regularly overcome the budget. High capitalization of these projects leads to the fact that even small relative cost deviations result in significant additional investments. Under present conditions of economic and political pressure, characterized by a limited opportunity to raise loan capital, there can be no additional investments leading to impossibility of new oil and gas projects realization or stop those being realized. One of the ways to prevent such a negative scenario is to improve the project planning system taking into account the results of monitoring the project portfolio cost deviations. It will not only allow companies to take into account the causes of deviations in several projects, but also help to develop and implement proactive measures.
Abstract Nowadays, humanity faces a serious issue of creating conditions for sustainable development. Businesses as a integral part of society in which they exist and operate, may potentially play a crucial role in achieving this goal. Their contribution to sustainable development can be made through support and empowerment of ecosystems. As CEO is an intermedium between a company and the society, his characteristics may significantly influence company’s strategic decisions and therefore, its level of involvement in ensuring sustainability. In this paper, we analyze the presence of interdependence between CEO personal characteristics and amounts of investments in ecological CSR projects. We consider the level of company’s ecological investments as a measure for the level of its ecological responsibility. We run a multiple regression on a sample of 44 Russian companies, who publish information on ecological projects implementation in non-financial reports. Despite a number of substantial limitations, we managed to reveal the connection with some of professional activity and education characteristics of CEOs. We also controlled for company size and industry parameters. The most notable result is a reverse interrelation between CEO tenure (in years) and the level of investments in ecological CSR projects. This may be due to the fact that less experienced directors seek to reinforce their business reputation and accumulate social capital.
The article deals with the problem of keeping portfolio value at industrial enterprises in dynamic environment. Considered features of managing portfolios in that enterprises, related with a significant share of machinery and equipment in fixed capital. Based on foreign publications authors examine the implementation of resource and assets management to keep the portfolio value. Particular attention is paid to the concept of strategic capabilities and its varieties.
This article deals with formation of the project office based on classical models, taking into account the specifics of the projects implemented in retail trade companies. On the basis of the definition of project office role and place in company structure, its core functions, authors propose an algorithm to select the most suitable model of project management office for companies in retail.
This article focuses on the identification and assessment of key factors of project management at an early stage. In the literature this type of project is definitely considered to venture projects. However, the venture project is just one of the "steps" of the project at an early stage. Matters discussed in this article covers a wide range of problems associated with the lack of methodological uniformity in this category. Larger study focused on factors such as: features and mutual profitability of projects chosen business model; factors affecting the implementation of projects, such as a team, financing and growth of the market; estimated the influence of leadership on the success of the project manager to implement it. The article presents the results of qualitative and quantitative research projects at an early stage in the Russian Federation and can serve as a basis for further studies.
The article contains results of research about key success factors in Complex Product Systemsprojects (CoPS-projects). Results based on survey of major foreign companies’ projects managers such as Micron Optics (US), HBM FiberSesning (Portugal), Sylex (Slovakia), OzOptics (USA) and others. The study revealed defining characteristics of successful CoPSprojects, key factors and criteria for determining the success across all life cycle stages. As a result, the article proposes a mechanism of CoPS-project management based on monitoring the success factors at each project stage.
Nowadays scenario planning becomes a popular decision-making tool. It is actively used in project portfolio management, in particular for the purposes of creating a project portfolio in definite scenario. The peculiarities of oil and gas investment projects do not allow realize them promptly even under favorable changes of business environment. Whereas under adverse conditions losses caused by premature project stop can reach tens and hundreds millions of dollars. The authors present the methodical approach designed to create a sustainable oil and gas project portfolio and its application on contingent list of projects. The use of developed approach allows strengthen an oil and gas company positions and increase the probability of reaching its strategic objectives under uncertainty conditions.
In today's fast-moving world, project management gradually covers one activity after another. Increasingly, projects are the major components of the organization. Over time, projects are becoming more complex and dynamic, often, to achieve this goal it is necessary to implement a whole range of projects. Successful implementation of such projects, in most cases is only possible when using the approach to management based on values, the correct application of which makes it possible to optimize and balance the activities of the organization to achieve strategic and tactical objectives.
In today's fast-moving world, project management gradually covers one activity after another. Increasingly, projects are the major components of the organization. Over time, projects are becoming more complex and dynamic, often, to achieve this goal it is necessary to implement a whole range of projects. Successful implementation of such projects, in most cases is only possible when using the approach to management based on values, the correct application of which makes it possible to optimize and balance the activities of the organization to achieve strategic and tactical objectives. This article discusses the application of value driven project portfolio methodology.
Resource-constrained project scheduling problem is one of the most important one in project management because optimization could lead to shortening project makespan at 20% and more percent and increasing resource usage.
Developing this subject, the author evaluates efficiency of various straight- through priority rules, used in constructive heuristic methods meant for reducing completion periods of projects with constrained renewable re- sources. Special attention is given to the so-called hybrid algorithms and dependence between efficiency of priority rules and network capacity. Efficiency of rules is analyzed based on sets of 480 PSPLIB projects: J30, J60, J90.
Mathematical models in Project Management became one of the key elements that in the 50th of the past century had formed a new branch of science – Project management. Since then there have been developed a large number of mathematical models adapted for solving partial problems. Unfortunately no universal practical models, which allow managing projects in conditions of resource or budget restriction, have been invented. Therefore the classification of different mathematical models is the pressing problem which could bring to order all these models from the one hand and reveal the most perspective directions of further research. In this paper existing classifications are analyzed and a new classification is proposed.
The article considers the issues of improving the methodology of project portfolio management in the aspect of strengthening the relationship between objectives and projects of the company. Compliance indicators for targets and portfolio are proposed. The indicators are directed on integrated assessment of the achievement of the objectives.
This paper exploressome questions related to the review of approaches to corporate project management.We discuss relationship between maturity level of project management and standardization of project activities; Authors define the role of project office at all levels of evolutionary maturity;explore organizational framework of implementation a corporate system of project management (CSPM); and standard project management; defined CSPM place in the management structure of the organization. Authors propose a conceptual model of the development and implementation of corporate project management standard.
In the framework of this model conditionsof the system and standard are determined: standard determined by the functional framework and project management system; establishing key role in the processes of project management organization; formulating key processes and functions of project management in the organization. In addition, the article suggests the phase of the project development and implementation of corporate project management methodology.
For the first time in Russian literature, this paper researches the history of Critical Path Method, its evolution, existing problems and anomalies that can arise in any real project. The paper also proposes to modify existing calculations of early and late starts and finishes, as well as activity slacks.
Considering the lack of systematized approaches for innovation project management, the author discusses urgent issues of creating methodological basis for the said field. Based on the analysis of scientific findings in the related fields of project management and innovation management, the author reveals how different types of innovations affect the control object within the innovation project, identifies peculiarities of project methods used depending on the specifics of a given innovation project, then confirms the necessity to explore innovation project environment — the so-called project «ecostystem» — and suggests directions for further research in this field.