CONCEPTUAL MODEL OF SYSTEM DEVELOPMENT STRATEGY MANAGEMENT FROM THE POSI-TION OF PROJECT APPROACH

Array

Authors

  • І. Kadykova O.M. Beketov National University of Urban Economy in Kharkiv
  • V. Khvostichenko O.M. Beketov National University of Urban Economy in Kharkiv

Keywords:

strategy, project management, program, project, synergetic, bifurcation

Abstract

The purpose of the article is to build a conceptual model of strategic project management through the prism of a multidisciplinary approach. Project management methodologies for the place of strategic management of complex nonlinear system development are analyzed. Standardized, adaptive and combined project and program management methodologies (PMBoK, P2M, PRINCE2, MSP, Agile) are considered. The authors pay special attention to the study of the influence of the external environment on a complex nonlinear system in the context of a synergetic approach. The main part describes the process of expanding the scope of project management and integration of project management with modern methods and tools of other management disciplines. Elements of the theory of synergetics and the classical theory of the design approach to the management of the development of a complex nonlinear system are synthesized. The necessity of clear definition by the team of the project of the structural attractor, ie the direction of strategic development of the system is substantiated. The tool for determining compliance with the contextual requirements of SMART-goals of alternative scenarios for strategic development projects is considered. The tool of the Ishikawa diagram is used to determine the most influential factors on possible deviations of the project from the strategic development of a complex nonlinear system. The conducted theoretical research allowed the authors to build a conceptual model of system development strategy management from the standpoint of the project approach. The conceptual model of strategic project management is constructed, the principles of its work and its use in discrete systems for actualization of administrative decisions in the conditions of risk and uncertainty are resulted. The expediency of using this conceptual model in managing the integration of strategic development projects is substantiated.

Author Biographies

І. Kadykova, O.M. Beketov National University of Urban Economy in Kharkiv

Ph.D. in Economics, associate professor, associate professor of the department of project management in urban economy and construction

V. Khvostichenko, O.M. Beketov National University of Urban Economy in Kharkiv

Ph.D. student of the department of project management in urban economy and construction

References

1. Tversky, A., & Kahneman, D. (1992). Advances in prospect theory: Cumulative representation of uncertainty. Journal of Risk and uncertainty, 5(4), 297-323.
2. Sheng, Y. K. (2009). What is good governance. United Nations Economic and Social Commission for Asia and the Pacific. 1-9
3. Fuchs, C. (2003). Structuration theory and self-organization. Systemic practice and action research, 16(2), 133-167.
4. Dobbin, F. (2008). The poverty of organizational theory: Comment on:“Bourdieu and organizational analysis”. Theory and Society, 37(1), 53-63.
5. Korzhenko, V., & Khashieva, L. (2011). Formation of the concept of Governance in the process of forming a modern European administrative space. Bulletin of the National Acade-my of Public Administration under the President of Ukraine, (2), 10-19.
6. Solovykh, VP (2010). GOOD GOVERNANCE as one of the modern models of public administration. Scientific Bulletin of the Academy of Municipal Administration. Series: Manage-ment, (1), 112-120
7. Repin, DV, & Solodukhina, AV (2008). In the search for a solution to the riddle of capital structure: a behavioral approach. Corporate Finance, 2 (1), 103-118.
8. Kadykova, IM, Larina, SA, Khvostichenko, VV, & Chu-machenko, IV (2017). Strategic development of complex sys-tems in project management methodologies and programs. Management of development of complex systems, (32), 22-31.
9. Alliance, A. G. I. L. E. (2017). Agile Practice Guide, Project Management Institute, 2017: Agile Practice Guide (Vol. 1). Bukupedia.
10. Baranyuk, NI (2016). Empirical study of psychological aspects of personnel management efficiency: correlation and factor analysis, (1), 96-105.
11. Schwaber, K., & Sutherland, J. (2017). The Scrum Guide: The Definitive Guide to Scrum: The Rules of the Game.(2011). Available: scrum. org.
12. Kulinich, AA (2010). Computer systems for modeling cognitive maps: approaches and methods. Management prob-lems, (3). 2-16
13. Bortolussi V. (2016) The Evolution of Project Management : дис. – Università Ca'Foscari Venezia.
14. Nizamova, G. Z., & Musina, D. R. (2016). Strategic plan-ning of innovative development of the company by the For-site method. Bulletin of Eurasian Science, 8 (5 (36)), 48.
15. Kravchenko, SI, & Kvilinsky, AS (2016). Optimization of competitiveness of the innovative project in the conditions of strategic synergetization. Bulletin of Economic Science of Ukraine, (1 (30)).
16. Kerzner, H. (2002). Strategic planning for project manage-ment using a project management maturity model. John Wiley & Sons.
17. Davenport, T. H., Leibold, M., & Voelpel, S. C. (2007). Strategic management in the innovation economy: Strategic approaches and tools for dynamic innovation capabilities. John Wiley & Sons.
18. Kadykova, IM, Larina, SA, Khvostichenko, VV, & Chu-machenko, IV (2017). Strategic development of complex sys-tems in project management methodologies and programs. Management of development of complex systems, (32), 22-31..
19. Kadykova, IM, Kalinenko, BD, Larina, SO, & Chu-machenko, IV (2017). Time management model in the system of strategic project management. Innovative technologies and scientific solutions for industries, (2 (2)), 29-37.
20. Kadykova, IN, Larina, SA, & Chuma-chenko, IV (2016). Management of internal project stakeholders in the implementa-tion of the program strategy. Managing the Development of Complex Systems, (28), 68-74.
21. Artto, K., Kujala, J., Dietrich, P., & Martinsuo, M. (2008). What is project strategy?. International Journal of Project Management, 26(1), 4-12.
22. Obydenov, A. Yu. (2018). Parametric strategic manage-ment: genesis & practice. Strategic Decisions and Risk Man-agement, (2 (107)), 76-85.
23. Ilyashenko, NS, & Rosokhata, AS (2011). Trendwatching as a tool for determining strategic directions of development. Marketing and Innovation Management, (1), 29-35.
24. Stepanova, AA, Surikov, VS, & Surikov, VS (2014). Fractal analysis as an innovative approach to risk management of companies, 26-29.
25. Mandelbrot, B., & Hudson, R. L. (2006). (Un) obedient markets. Williams, 408.
26. Voronkova, VG, & Voronkova, VG (2016). Conceptual-ization of information and communication management in the context of nonlinear synergetic methodology (66), 13-25.
27. Molokanova, V. M., & Petrenko, V. O. (2017). Organiza-tion development project management in the system of syner-getic knowledge. Metallurgical and mining industry, (1), 14-20.
28. Zagorsky, VS, Lipentsev, AV, & Korenovsky, OV (2011). Synergetics and management theory of socio-economic sys-tems. Democratic Governance, (8), 1-9.
29. Oganov, AV, & Gogunsky, VD (2013). The need to im-plement a project management office. Information technologies in education, science and production. – 2013. – Issue, 4 (5), 57-61.
30. Kadykova, IM, Larina, SO, & Chumachenko, IV (2019). The method of determining the expectations of stakeholders and their adjustment in the strategic management of the project program. The current state of research and technology in in-dustry, (1), 51-58
31. Kadykova, IN, Larina, SA, & Chumachenko, IV (2017). Information technology of strategic management of project-oriented organization. Bulletin of National Technical University "KhPI" : coll. of sci. papers. Ser. : Strategic management, portfolio, program and project management. (3), 9-15.
32. Kerzner, H. (2002). Strategic planning for project manage-ment using a project management maturity model. John Wiley & Sons. 272.
33. Yaroshenko, Yu. F. (2013). Development of organizations in the conditions of bifurcations. Managing the Development of Complex Systems, (15), 93-97
34. Kononenko, IV, & Bukreeva, KS (2011). The method of forming a portfolio of enterprise projects for the planning peri-od with fuzzy initial data. Management of complex systems development, (7), 39-43
35. Losev, M. Yu. (2017). Methods of fuzzy-multiple analysis of the economic condition of regions. Municipal utilities. Se-ries: Economic Sciences, (133), 19-26.
36. Kononenko, I. V., & Lutsenko, S. Y. (2017). Method for selection of project management approach based on fuzzy con-cepts. Bulletin of NTU" KhPI". Series: Strategic Management, Portfolio, Program and Project Management, 7(2 (1224)), 8-17.
37. Khvostichenko, VV, & Kadykova, IM Scenario approach to project management of strategic system development. Proceed-ings of the All-Ukrainian scientific-practical conference of graduates of young scientists "Prospects for the development of territories: theory and practice”. 403-405.
38. Doskočil, R., & Lacko, B. (2019). Root Cause Analysis in Post Project Phases as Application of Knowledge Management. Sustainability, 11(6), 1667.
39. Paver, M., & Duffield, S. (2019). Project Management Lessons Learned “The Elephant in the Room”. The Journal of Modern Project Management, 6(3), 1-34.

Published

2020-07-01

How to Cite

Kadykova І., & Khvostichenko, V. (2020). CONCEPTUAL MODEL OF SYSTEM DEVELOPMENT STRATEGY MANAGEMENT FROM THE POSI-TION OF PROJECT APPROACH: Array. Municipal Economy of Cities, 3(156), 69–79. Retrieved from https://khg.kname.edu.ua/index.php/khg/article/view/5601