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Although information systems development (ISD) projects are critical to organizations and improving them has been the focus of considerable research, successful projects remain elusive. Focusing on the cognitive aspects of ISD projects, we investigate how and why mutual understanding (MU) among key stakeholder groups (business and information technology managers, users, and developers) changes within and across projects, and how it affects project success. We examine relationships among project planning and control mechanisms; sensegiving and sensemaking activities by, and MU among, these stakeholder groups; and project success. Combining deductive and inductive approaches for theory building, we develop an initial model based on the literature and then modify it based on the results of a longitudinal embedded mixed-methods study of 13 projects at 2 organizations over a 10-year period. The results provide insights into the development of MU within projects, including (1) how MU changes during projects as a result of cognitive activities (sensegiving and sensemaking); (2) how planning and control mechanisms (and the associated artifacts) affect these cognitive activities; (3) how MU, and achieving it early in the project, affects success; and (4) how stakeholder engagement (in terms of depth, scope, and timing) affects the relationships in (1) and (2). The results also indicate that project management mechanisms, stakeholder engagement, and MU may change (either improve or deteriorate) across projects, depending on the disagreements among stakeholders in previous projects, the introduction of new project elements in subsequent projects, and the reflection on previous projects. [ABSTRACT FROM AUTHOR]

The purpose of this article is to provide a brief review of methods and techniques developed for the most commonly studied decision-making problems in project planning and control over the last decade. These problems involve project representation, project scheduling, resource allocation, risk analysis, time and cost performance evaluation, time, cost, and cash flow forecasting, optimal timing of control points, and corrective action decision-making. We also review recent tools developed for project planning and control. The emphasis is on recent contributions, but several older yet important works are also cited. Our analysis shows an increasing attention to the stochastic nature of projects in planning and control decision and processes. Recent attention has also been put at improvements in existing project control techniques as well as developing new methods to automate data collection, process, and generate more integrated project plan. More importantly, our review highlights an important shift in the project planning and control research field, which has been largely dominated by the project scheduling literature in the past, as short term and reactive decision-making bring new challenges and opportunities to project organisations and researchers. [ABSTRACT FROM AUTHOR]

The Success in the use of the Primavera P6 Software to schedule the project depends on the size of the project, the level of its complexity the time allocated for its execution and the requirements dictated by owner of the project……etc. The basic idea behind the proposed system is the use of software set up for this purpose in order to delineate start- finish time by applying Critical Path Method, the Primavera P6 Software for scheduling single constrained resource in projects. They may only of solutions start by scheduling and analyzing the resource time period by time period, and resource by resource when the amount of the resources available is exceeded the method of tasks is examined and rare resources are then allocated according is the levels of priority. A major position arises then: how to increase the time necessary for the completion of the project with the remaining minimum with due respect to the labor limitations. The answer lies in the application of the Primavera P6 Software which is used in practical situations, so as to avoid mathematical complications which are characteristics of perfect model methods. In order to achieve the best solution, activities are re- scheduled based on labor constraints according to various numerous bases. These were applied on a project for the construction of a small size Gas Station, classified under small construction projects which include 29 activities. The 3 stages of implementation were applied tested to the project mainly planning, scheduling and control. We obtained the desired results with an increase in the time allocated for the completion of the project with strictest minimum possible while respecting labor constraints.

The article is a continuation of regular research on project management based on efficient transportation. The purpose of the work is to improve the efficiency of management decision-making in the implementation of projects in transport logistics through the use of automated planning and analysis systems. The object of study is the process of forming organizational support for project management in transport logistics using automated planning and analysis systems for project efficiency. The subject of the study is the practical tools for organizational support of project management in transport logistics using automated systems for planning and analyzing project performance. Methods. In the course of the study, a systematic approach was implemented, general scientific methods were used, including logical analysis, synthesis, induction, deduction, analogy, and modeling. The theoretical and methodological basis of the study is the fundamental provisions of project management, management efficiency theory, scientific works of domestic and foreign scientists on project management at the micro, meso, and macro levels. Given the purpose of the work, several tasks were set and solved, in particular, the applied imperatives of resource and budget planning were outlined on the example of a logistics center based on the Odesa seaport and the project implementation was monitored in Microsoft Project. In terms of resource and budget planning, the expediency of using the method and indicators of the volume utilized is proved. The actual progress of the project against the planned indicators is analyzed. A new project was created using the Microsoft Project software and data entry method. In terms of monitoring, conclusions were drawn on the course of events in the project implementation and the status of implementation by individual types of work was clearly shown. All this made it possible to achieve concrete results. In terms of resource and budget planning, it was determined to what extent there is a deviation from the planned project implementation timeframe. In terms of monitoring, the need to optimize staffing, budget, and time parameters was identified. The essence of this optimization boils down to the decision to attract additional labor resources with the corresponding cost of work per hour. This made it possible to get rid of the conflict and obtain positive dynamics in the project implementation, as evidenced by the date of its completion, which remained unchanged after the resources were equalized. The need to continue the study and focus on project risk management is outlined.

The object of research of this work is the processes of project planning and monitoring. The solved problem is the development of a model, method and structures of a multilingual intelligent project planning and monitoring system and its experimental verification of the ability to understand the statements of managers in different languages. The requirements for such a system are formulated. An analysis of the existing theoretical and practical developments in this area was carried out. It was established that there are no developments in the field of project management that can adapt to new natural languages. It was found that the formulated requirements can be satisfied within the framework of the reflexive approach. It is characterized by simplicity, continuity, and insensitivity to errors in natural language statements. To confirm these assumptions, an experimental multilingual project planning and monitoring system and experimental research methodology were developed. The results of the experiments obtained during the use of the created experimental system testify to the correct identification of the content of appeals to the intellectual system in 6 languages with a probability higher than 0.99, and to recognize the structure of statements with a probability higher than 0.98. And the time for configuring the system to work with a new language did not exceed 1 hour. This allows to use it for practical work in distributed management systems for remote interaction of managers and specialists with the system in different languages. The conducted experiments confirmed the assumption about the effectiveness of the reflexive approach for creating project management systems. The developed model, method, structures, and system can be used for different types of projects, such as regional development projects, IT, etc. [ABSTRACT FROM AUTHOR]

Establishing realistic project plans and completing the resulting business projects on schedule is crucial for organizations striving to effectively utilize their resources. However, incentivizing on-time project delivery may result in moral hazard, as people could respond to estimation accuracy incentives by strategically inflating duration estimates and subsequently prolonging project execution. While the project is delivered on time, the resources are underutilized. We conjecture that the possibility of moral hazard can be mitigated by introducing speed incentives in addition to the schedule accuracy incentives. We conduct a diagnostic test of the effect of accuracy and speed incentives on the process of project estimation and delivery. Our study presents direct empirical evidence that the incentive structure rewarding solely the estimation accuracy can result in hidden inefficiency due to inflated estimates and deliberately slower project execution. When speed incentives are implemented alongside estimation accuracy incentives, the estimates are significantly lower and the project is completed more quickly, without compromising the schedule accuracy or output quality. Aligning the objectives of a project owner with those of planners, by incentivizing the planners for both estimation accuracy and quick project completion, fosters more compressed but still accurate and reliable project schedules, and accelerated project delivery. [ABSTRACT FROM AUTHOR]

The construction industry has been suffering from delays and cost overruns for decades. Experienced schedulers programs and allocate contingencies (both cost and time) based on professional experiences and gained knowledge. Such tacit knowledge has not been captured, stored, and shared with inexperienced schedulers. This paper proposes a graph-based automated scheduling (GAS) method to capture, store, and reuse the tacit knowledge in the construction schedules. The proposed GAS method takes construction schedules as input, extracts schedule features, classifies schedules into different types of sequences, selects and assembles sequences into schedules, and eventually optimizes time- and cost-efficiency of assembled schedules. The GAS method was validated on two case studies. The results indicated that the automatically generated construction schedule is, on average, 6.70% closer to the actual schedule than the planned schedule. Different from existing automatic scheduling methods, GAS relies little on the availability and data richness of building information modeling (BIM) models. Hence, GAS helps schedulers initiate new schedules more efficiently at the early construction stages. [ABSTRACT FROM AUTHOR]

Planning-performance theory suggests that formal planning has a positive impact on performance. Accordingly, traditional project management methodologies advocate formal planning as an essential process in any project. However, alternative recent project management methodologies (e.g., Agile) promote less focus on a formal planning process at the start of a project. In this article, we question when formal planning is effective, when it is counterproductive, and which planning approach (strategic or tactical) is more effective for various project risk levels and performance dimensions (efficiency and effectiveness). Results from analyzing 2002 projects suggest that strategic planning has a higher value than tactical planning. Furthermore, tactical planning has a negative impact on project efficiency in low-risk projects as it increases project duration and cost but adds little value. In practice, in low-risk projects, managers may limit their focus on counterproductive tactical practices, such as risk, and procurement planning, and focus instead on long-term strategic planning, such as human resources planning. Theoretically, this article sets boundaries of effectiveness for planning-performance theory and advances the literature on the planning fallacy. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Social & Technology / Jurnal Sosial dan Teknologi (SOSTECH) is the property of Green Publisher and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Carefully considering the Capability Maturity Model Integration (CMMI) Level 2 specific practice to “define project life cycle phases” (SP 1.3) is a key requirement, particularly when it comes to small and medium-sized software development organizations. This is a necessary step to help these organizations get nearer to achieving CMMI Level 2 certification. In this paper, we, therefore, report on our latest empirical study that recently explored both the perceptions and experiences of practitioners about SP 1.3 implementation. During our research, we visited three firms and carried out three in-depth interviews. We developed a SP 1.3 model using the different experiences and opinions of practitioners regarding SP 1.3 implementation. The four essential stages of this model are plan, design, review, and update/rework. Practitioners will receive advice in this model about implementing SP 1.3 effectively.

The article deals with the problems of climate change and global warming, extreme climate phenomena, which present risk factors for the national economy, including construction. The causes that lead to the occurrence of the construction degradation phenomena are diverse and may be specific to improper exploitation, but also as a consequence of extraordinary natural phenomena or results from the humanity’s interrelationship with the environment. The degradation of the constructions is manifested by the gradual loss of the physical and functional qualities that characterize the aptitude for their exploitation, the degradation process manifesting itself starting from the contact surfaces of the constructions with the environment. Urban planning and the design of adequate infrastructure play an important role in minimizing the impact of climate change and reducing the risk to the human environment. The undertaking's measures, which will consider the potential impact of climate change on buildings, will provide opportunities for new markets for climate change-resistant technologies, machinery, materials, and products.

Background. The article discusses the features of the functioning of projectoriented organizations in a competitive environment. The specifics of projects is described in which the main category of resources is specialists, and not material and technical means. At the same time, quite often the determining criterion for the feasibility of a project is the availability of a sufficient number of specialists with the necessary skills and knowledge to perform the tasks of the planned project. In turn, the ability to carry out projects with sufficient or higher value significally affects the effectiveness of the functioning of a project-oriented organization and its competitiveness. Materials and methods. Genetic algorithms, computational experiment. The article introduces the concept of competence potential and its role in the functioning of a project-oriented organization. A general method for managing the competence potential of a project-oriented organization is described, which makes it possible to determine the feasibility of developing specific competencies of employees, taking into account the portfolio of projects, individual preferences of employees and the strategic goals of the organization. The method for determining the target state of the competence potential in the analysis of the project for a particular case is described. Results. The application of the proposed method for determining the target state of the competence potential in the analysis of an IT project is demonstrated. Conclusions are drawn about the applicability of the proposed method of managing the CP in the context of managing a portfolio of IT projects. Conclusions. Further plans and directions for the development of the proposed competence management general method are presented.

As project teams become more global and culturally diverse, it is important for project managers to understand how various project management practices are implemented in different countries. We use hierarchical linear modelling to explore variation in project management practices among seven countries using GLOBE dimensions of these countries to understand patterns. Of the nine GLOBE dimensions, two particular elements had an impact on project management practices. Performance orientation has a significant positive influence and gender egalitarianism had a significant negative impact on the adoption of project management practices. Practical implications include that for those two specific GLOBE factors, executives and project team leaders should use such knowledge to anticipate how they will impact on the natural tendencies of project team members in various countries, Further, when operating projects with international team membership, such as global virtual teams, this study illuminates that some cultural differences might lead to differences in style and practice of project team members, requiring cognizant and careful team leadership. The article contributes to theory by showing that only some and not all aspects of national culture impact on project management practices that are theoretically deemed attractive as part of project management's body of knowledge. [ABSTRACT FROM AUTHOR]

The developers of the construction project assess the economic feasibility of the project at the early stages of project development and analyse possible alternative solutions. This research focuses on the assessment of property attractiveness and building location problems at an early stage of project development and proposes the original method for visibility analysis based on the utilization of Building Information Modelling (BIM), Geographic Information System (GIS) and Web environments. The proposed Quantitative View Assessment (QUVIAS) method allows to assess the view mathematically and presents it as a quantitative parameter. The proposed method considers the mathematical shape of the view as a sphere and utilizes spherical coordinates that remove distortions and increase the accuracy of the analysis. The presented approach determines quantitative view coefficients for alternatives of windows, premises and buildings, including their comparison. The way of determining the view proposed in the QUVIAS method can help decision-makers to make more accurate decisions during the selection of a project development strategy. The experimental analysis proved the usefulness of the proposed QUVIAS method in the assessment of the rational building location and prediction of project revenues as well as potential usefulness in the estimation of property attractiveness.

Building Information Modelling (BIM) can be defined as a set of tools, processes and technologies that are enabled by a digital multi-dimensional representation of the physical and functional characteristics of a built asset. The ‘fourth’ dimension (4D BIM) incorporates time-related project information in the 3D model to simulate and optimise the project construction process. To achieve this, the 3D objects within the aggregated design model must be linked with each activity in the construction schedule. However, the levels of maturity and expertise in using BIM amongst the project participants still varies considerably. This generates collaboration problems within the project and adds further obstacles to the ability to derive full benefits from BIM. Ideally, 4D BIM can be automatically generated, but in reality, because the 3D and 4D models are created separately and at different stages of the project, this is not currently possible, and the process requires considerable manual effort. The research reported in this paper was prompted by the construction of a new training and research building: the Nanterre 2 CESI building in France. It proposes an efficient approach that minimises the effort of creating 4D BIM construction schedules. The CESI four-phase process aims to help project participants to fully exploit the potential of 4D BIM and enables: 1) a clear expression of the 4D BIM objectives; 2) the identification of information requirements and relevant workflows to achieve these objectives; 3) the implementation of a project schedule; and 4) BIM model production to suit the 4D BIM use case. Although the CESI approach was developed in the context of the French contracting system, the observations and conclusions of this study are intended to be generally applicable.

Planners face many obstacles during the planning phase of any new project, especially project scheduling due to the numerous details and complexity of each uniquely designed project; previous experience in similar projects and traditional scheduling methods are not sufficient. The 4D-BIM schedule is the best solution, as it can be integrated with other modern technologies such as UAS, which improves project scheduling by allowing the project team to access project plans, details, and time-related information to simulate construction sequences. Despite the benefits of using 4D-BIM, planners prefer traditional planning and scheduling methods because of the barriers to using modern technologies. This research proposes a structural equation model focusing on estimating the weights of BIM barriers in offshore construction projects, including: the investigation of barriers keeping the construction industry standing at 3D-BIM; the relationships between them; and the evaluation of the probability and impact of each, using fuzzy theory. To validate the proposed model, a case study of an offshore project was conducted. The most important latent variables were awareness, risk, demand, and management, while the most prominent observed variables were the uncertainty of the return on investment and the lack of experienced users. This research guides project managers on actions that can be taken for each key variable to enhance and develop the use of 4D-BIM in project scheduling.

• Introduced a graph-based recommendation system using node2vec for optimized construction management. • Model trained on activity-resource networks for ranking resources of an activity. • Facilitates informed decision-making by offering data-driven insights tailored to diverse construction scenarios. • The proposed approach minimizes guesswork, streamlining project planning and productivity management. The escalating volume of data in engineering practice necessitates innovative computational approaches for data-driven insights. Existing literature relies on isolated data points, unable to exploit the inherent connectivity in engineering datasets, resulting in suboptimal utilization of data context. This research employs node2vec, a graph-based recommendation system that surpasses existing models by incorporating an efficient walking mechanism to learn from past behaviors and a predictive component that enhances its adaptability. By structuring these activities into a network of budgeted units, person-hours, and earned values, the effectiveness of the node2vec model as a resource recommendation tool was demonstrated across three diverse datasets. Firstly, node2vec efficiently explores diverse neighborhoods within the input network through a flexible biased random walk, enhancing the system's ability to adaptively model complex relationships among various project elements. Secondly, this graph-based approach allows the recommendation models to fully harness relational data. These mechanisms coupled with a predictive neural network component enabled node2vec to learn from and utilize data connectivity, achieving an accuracy rate of 94% across the datasets. Ultimately, by leveraging collected engineering data and recognizing dependencies among records, the system can offer more detailed insights and empower engineering managers to make better-informed decisions. [ABSTRACT FROM AUTHOR]

Optimizing work package schemes is challenging under uncertain task duration. This paper develops a two-list genetic algorithm (TLGA) to optimize work package schemes with minimal project costs under deterministic and stochastic task durations. First, this paper defines the deterministic and stochastic work package scheme problem. Second, the TLGA, comprising a task and a work packaging list, is developed to generate the deterministic work package scheme and issue work package policies through stochastic distribution simulations. Moreover, a graphical user interface with TLGA is developed to enhance its practical application. Finally, experiments show that the TLGA can reduce the total cost by up to 19.57% in the deterministic problem, and the minimum gap between the TLGA and the state-of-the-art heuristics is only 3.91%. However, the TLGA can reduce the running time by about 66%. In the stochastic problem, this paper analyzes the impact of stochastic distributions on work package policies. • The TLGA is proposed for generating work package schemes or policies. • TLGA can process uncertain task durations with stochastic distribution simulations. • The minimum gap between TLGA and state-of-the-art heuristics is only 3.91%. • The running time of TLGA can be reduced by about 66% through parallel computing. • The impact of stochastic task durations on work package policies is analysed. [ABSTRACT FROM AUTHOR]

Project performance of the construction sector can be significantly improved by proper project planning and scheduling. A divergence opinion is included in this area which implies the amount of effort that is required or should be invested in construction planning and scheduling activity to make the project management effective. A lot of work has been already reported in the literature which clearly shows that the project performance can be enhanced by raising the efforts invested in project planning, scheduling, and controlling activities. The organizational characteristics of the construction firms and the project environment have a great influence on planning and scheduling efforts. The firm should be organized appropriately to maintain a relevant environmental context in the project planning. In India, after agriculture, it has been notified that the construction sector is the second largest employment sector. Also, it has been considered as one of the largest sectors which support the economic growth of the country. The magnification of the construction sector is based on the growth of the corporate sector and infrastructure development either directly or indirectly. The construction sector generates employment and provides job opportunities to millions of unskilled, semi-skilled, and skilled workforce. When it comes to the economic development of the country and a large labour force are engaged in this sector, definitely a high work effort we can consider from appropriate project planning activity. To keep in mind the importance of project management in the construction sector, our study is focusing on the relationship between construction planning efforts and their effectiveness in the field of project performance. Software used for Construction Project Management (CPM) is also discussed. [ABSTRACT FROM AUTHOR]

Building Information Modelling (BIM) is now a globally recognised phenomenon, though its adoption remains inconsistent and variable between and within the construction sectors of different countries. BIM technology has enabled a wide range of functional applications, one of which, '4D BIM', involves linking the tasks in a project's construction schedule to its object-orientated 3D model to improve the logistical decision making and delivery of the project. Ideally, this can be automatically generated but in reality, this is not currently possible, and the process requires considerable manual effort. The level of maturity and expertise in the use of BIM amongst the project participants still varies considerably; adding further obstacles to the ability to derive full benefits from BIM. Reflecting these challenges, two case studies are presented in this paper. The first describes a predominantly manual approach that was used to ameliorate the implementation of 4D BIM on a project in Paris. In fact, there is scope for automating the process: a combination of BIM and Artificial Intelligence (AI) could exploit newly-available data that are increasingly obtainable from smart devices or IoT sensors. A prerequisite for doing so is the development of dedicated ontologies that enable the formalisation of the domain knowledge that is relevant to a particular project typology. Perhaps the most challenging example of this is the case of renovation projects. In the second case study, part of a large European research project, the authors propose such an ontology and demonstrate its application by developing a digital tool for application within the context of deep renovation projects. [ABSTRACT FROM AUTHOR]

The construction sector in India aims to be the world's 3rd largest construction industry, with a 7.1 percent annual growth rate predicted by 2025. The Indian construction industry is accountable for a 9% share of India's GDP and provides employment to more than 50 million people. India is a project driven country and around 60% of the Indian construction Projects are running behind Schedule. Hence, Planning & Scheduling plays a vital role in completing projects within time and cost. The Project Planning & Scheduling is the second phase of the project life cycle. In this phase, the planner understands the contract and define Project Deliverables/Key Milestones. The planner then creates a detail project plan (also known as Detailed Work Programme (DWP)) to guide the execution team. Planner breaks the Project Deliverables in Work Breakdown Structure (WBS) and further into activities and assign the required resources to complete those activities. Activities are tasks which needs to be performed by the execution team like excavation, concreting and so on. While resources are Manpower, Equipment and Material which are assigned to these activities for estimation of activities duration. A detail list of WBS and activities are created along with the required resources. All these activities are interconnected (using relationship like FS, SS, FF & SF) from start till end to create a working project plan. The planner then coordinates with Construction Manager/Project Manager for validation of the project plan. The project planning & scheduling helps to cover the full scope as per contract into a plan which benefits the project by reducing the time, cost, and risk on the project. This phase is a vital step in conducting the construction work smoothly. There is a need to understand the importance of Project Planning & Scheduling in success of a project. Project Planning & Scheduling directly affects the HR functions in an organization. Not limited to this, other departments are affected by the Project Planning & Scheduling phase. There are various available software's like Primavera P6 or MS Project to assist planner in preparation of project plan. Further, AACE provide recommended guidelines (RP) like 39R-06 or 91R-16 on Schedule Development which is very helpful and comes handy while preparing the Detailed Work Programme (DWP). Lastly, Risk Register needs to be prepared, updated and incorporated in project plan. [ABSTRACT FROM AUTHOR]

The developers of the construction project assess the economic feasibility of the project at the early stages of project development and analyse possible alternative solutions. This research focuses on the assessment of property attractiveness and building location problems at an early stage of project development and proposes the original method for visibility analysis based on the utilization of Building Information Modelling (BIM), Geographic Information System (GIS) and Web environments. The proposed Quantitative View Assessment (QUVIAS) method allows to assess the view mathematically and presents it as a quantitative parameter. The proposed method considers the mathematical shape of the view as a sphere and utilizes spherical coordinates that remove distortions and increase the accuracy of the analysis. The presented approach determines quantitative view coefficients for alternatives of windows, premises and buildings, including their comparison. The way of determining the view proposed in the QUVIAS method can help decision-makers to make more accurate decisions during the selection of a project development strategy. The experimental analysis proved the usefulness of the proposed QUVIAS method in the assessment of the rational building location and prediction of project revenues as well as potential usefulness in the estimation of property attractiveness. [ABSTRACT FROM AUTHOR]

Copyright of Agricultural Outlook (1673-3908) is the property of Institute of Agricultural Information, Chinese Academy of Agricultural Sciences and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

At the strategic level, managers are the ones who set the framework, the right processes, and the behaviours that best serve the desired goals. The better the structure of the meetings is aligned with the objectives and results to be achieved, the more likely they are to achieve those results. The definition and planning of the meetings imply the identification of a free interval in which all the personnel who bring input for a certain project or activity can participate. The application presented in this article aims to develop several modules that make it easier for users with different roles to plan urgent meetings and address the priority of meetings. [ABSTRACT FROM AUTHOR]

In this research, a model with three objective functions is presented to solve the problem of time, cost and quality trade-off in project planning. What distinguishes this model is that, in addition to considering different executive methods for each activity, rework activity is defined for some activities in order to prevent a decrease in quality. Other features of this model include covering various costs including incentive cost and tardiness cost. Because of the NP-Hardness of such large-scale problems, genetic algorithm is used to solve the proposed model.The results obtained from solving a real problem in screen filter production indicate that considering different executive methods for activities as well as different costs and defining rework activity can lead to better results towards the final goal by presenting a comprehensive model.If more accurate and detailed information is used for time, cost and quality in the model, it can achieve more rational results, similar to those of the real world more confidently. Under such conditions the least time and cost and most quality are achieved for successful implementation of project.

Nowadays, leading world companies widely use methodology, standards, and project management tools in many areas of project-oriented activities, including investment, innovation, and information projects. Last years the implementation and functioning of the country’s enterprises’ project management system have been actively discussed in Kazakhstan.This work aims to identify critical processes of project management planning that affect the effectiveness of projects at the enterprise of the military-industrial complex of Kazakhstan. For this purpose, a survey of top managers of defense industry companies was conducted. A total of 28 respondents were interviewed, working at 18 enterprises of the military-industrial complex of the Republic of Kazakhstan and directly participating in the implementation of projects. Data were personally collected by a questionnaire survey conducted during 2019. To verify the formulated model’s assumptions and success, correlation analysis, and other relevant tests were used. Using the model of project management planning quality (PMPQ), process efficiency has been assessed, and critical factors for the effectiveness of defense industry projects have also been identified. The results show that the Republic of Kazakhstan’s defense industry complex projects has a low level of efficiency and an average score for the use of project planning processes. Project efficiency evaluation has also revealed critical knowledge areas for defense projects like human resource management, schedule development, and define scope. The research expands knowledge in PM, revealing the importance of planning processes for the defense industry that need more focus to achieve top-level success and effectiveness of projects. AcknowledgmentThis study is the second part of grant AP05134488 that has been funded by the Ministry of Education and Science of the Republic of Kazakhstan.

Abstract Background IT systems in the healthcare field can have a marked sociotechnical impact: they modify communication habits, alter clinical processes and may have serious ethical implications. The introduction of such systems involves very different groups of stakeholders because of the inherent multi-professionalism in medicine and the role of patients and their relatives that are often underrepresented. Each group contributes distinct perspectives and particular needs, which create specific requirements for IT systems and may strongly influence their acceptance and success. In the past, needs analysis, challenges and requirements for medical IT systems have often been addressed using consensus techniques such as the Delphi technique. Facing the heterogeneous spectrum of stakeholders there is a need to develop these techniques further to control the (strong) influence of the composition of the expert panel on the outcome and to deal systematically with potentially incompatible needs of stakeholder groups. This approach uses the strong advantages a Delphi study has, identifies the disadvantages of traditional Delphi techniques and aims to introduce and evaluate a modified approach called 360-Degree Delphi. Key aspects of 360-Degree Delphi are tested by applying the approach to the needs and requirements analysis of a system for managing patients’ advance directives and living wills. Methods 360-Degree Delphi (short 360°D), as a modified Delphi process, is specified as a structured workflow with the optional use of stakeholder groups. The approach redefines the composition of the expert panel by setting up groups of different stakeholders. Consensus is created within individual stakeholder groups, but is also communicated between groups, while the iterative structure of the Delphi process remains unchanged. We hypothesize that (1) 360-Degree Delphi yields complementary statements from different stakeholders, which would be lost in classical Delphi; while (2) the variation of statements within individual stakeholder groups is lower than within the total collective. A user study is performed that addresses five stakeholder groups (patients, relatives, medical doctors, nurses and software developers) on the topic of living will communication in an emergency context. Qualitative open questions are used in a Delphi round 0. Answer texts are coded by independent raters who carry out systematic bottom-up qualitative text analysis. Inter-rater reliability is calculated and the resulting codes are used to test the hypotheses. Qualitative results are transferred into quantitative questions and then surveyed in round 1. The study took place in Germany. Results About 25% of the invited experts (stakeholders) agreed to take part in the Delphi round 0 (three patients, two relatives, three medical doctors, two qualified nurses and three developers), forming a structured panel of the five stakeholder groups. Two raters created a bottom-up coding, and 238 thematic codes were identified by the qualitative text analysis. The inter-rater reliability showed that 44.95% of the codes were semantically similar and coded for the same parts of the raw textual replies. Based on a consented coding list, a quantitative online-questionnaire was developed and send to different stakeholder groups. With respect to the hypotheses, Delphi round 0 had the following results: (1) doctors had a completely different focus from all the other stakeholder groups on possible channels of communications with the patient; (2) the dispersion of codes within individual stakeholder groups and within the total collective – visualized by box plots – was approximately 28% higher in the total collective than in the sub-collectives, but without a marked effect size. With respect to the hypotheses, Delphi round 1 had the following results: different stakeholder groups had highly diverging opinions with respect to central questions on IT-development. For example, when asked to rate the importance of access control against high availability of data (likert scale, 1 meaning restrictive data access, 6 easy access to all data), patients (mean 4.862, Stdev +/− 1.866) and caregivers (mean 5.667, Stdev: +/− 0.816) highly favored data availability, while relatives would restrict data access (mean 2.778, stdev +/− 1.093). In comparison, the total group would not be representative of either of these individual stakeholder needs (mean 4.344, stdev +/− 1.870). Conclusion 360-Degree Delphi is feasible and allows different stakeholder groups within an expert panel to reach agreement individually. Thus, it generates a more detailed consensus which pays more tribute to individual stakeholders needs. This has the potential to improve the time to consensus as well as to produce a more representative and precise needs and requirements analysis. However, the method may create new challenges for the IT development process, which will have to deal with complementary or even contradictory statements from different stakeholder groups.

Over 48% of the world’s energy is consumed by buildings in their construction and operation alone, which add to over 39% of global carbon emissions. In addition, the building sector generates over 569 million tons of waste every year within just the United States. Reducing the environmental impacts and construction waste generated by buildings has, therefore, become a concerning global issue. Very few studies have addressed how site logistics planning may impact construction resource use on a site and how it may affect a project’s embodied energy. Site logistics plans control the sequencing of labor, materials, and equipment. Inefficient plans may lead to rework, material damage, and waste generation, requiring additional materials to complete the same task, which eventually increases the embodied energy of a project. In this study, we investigated, identified, and ranked site logistics-related factors that may affect the amount of resources used in a construction project. The Delphi Method is applied to determine, verify, and rank these factors to help improve existing methods of site logistics planning from an embodied energy perspective. Results show that the installer’s skill, technology/equipment, prefabrication, planning and forecasting, and material movement are among the top influential site logistics-related factors that may help reduce construction waste. Considering these factors while developing the site logistics plan will help lower the energy and carbon footprint of a construction project.