PMFORUM Breaking News
Breaking News in the Project Management World
Friday, September 26, 2008
SOVNET PM Journal NO3 2008 published in Moscow -Contents & Abstracts
Reported by Alexander Tovb in Moscow
The latest edition of the Project Management Journal published by the Russian Project Management Association (SOVNET) NO3 2008 has been published in Moscow, Russia. This latest edition again contains important articles and papers by some of the leading project management experts in Russia, and contributions from leading authors outside of Russia.
This edition contains the following featured papers:
Project and programme management: genetic approach – by Igbal Babaev
The main reason of problems in PM is non-compliance between class or character of project and the level of technological environment. The projects get their structure according to their scope and environment. This structure possesses some inherited attributes. At present there are no effective tools for management of projects and programmes in dynamically changing environment. Methods and model of innovative PM technologies based on their genetic attributes are suggested in the paper.
Knowledge management of large-scale project in higher education, by Olga Ilyina
The paper discusses how the methods of large-scale projects are used when higher educational institutions amalgamate to improve higher education sphere totally. The author pays special attention to knowledge management system of the project.
Stage-gated process for project definition of capital projects, by Andrew F. Griffith, and Mary Ellen Yarossi
The initial phase of any project involves defining the scope and planning the approach before starting the execution phase. For large capital projects, the investment of time and money in this definition phase can be significant and is a major factor in determining success. To improve this process, companies around the world have implemented a formal stage-gated process for the definition phase of their capital projects. A stage-gated process involves breaking the definition phase down into separate stages with specific objectives and deliverables for each stage. The stage-gated approach helps with shaping and selecting the best investment opportunities and also helps in eliminating projects that are no longer viable. In addition, the stage-gated approach results in projects that are more competitive and more predictable. This paper presents the details of a three-step, stage-gated process for project definition. It explains the objectives and lists the deliverables required for each stage. The paper also discusses the objectives and practical considerations for the gate reviews between each stage. Finally, the paper summarizes factors that lead to successful implementation of a stage-gated process.
Project cost management using aggregative criteria, by Vladimir Dorozhkin
Legislative changes, that came into force in Russian Federation on January 1, 2007, broke the principles of procurement, competition and optimization of three main conditions for tenders in construction. Project management and cost management are becoming ineffective if we use documentation that had been worked out earlier. The alternative formation of pricing estimates using the system of aggregative criteria and relationships between stakeholders on the base of organization procedures and tenders is suggested in the paper.
Visualization of project key success factors. Will draw and apply!, by Gulnara Sharaborova
This article is designed to develop a framework on the basis of the books that mapped up key success factors. Framework can be used in practice as a check-list that enable the Project Manager to verify the availability of common success factors; as a list which can be added with new factors from their own practice and track the project through each phase of the project life cycle. For testing the framework applicability the author provides a Project Case Study from her own practice.
The review of Project Portfolio Management Applications worldwide: present state and perspectives of development 2007–2008, by Elena Karlinskaya
The paper describes the main characteristics of today’s PPM market, trends and development perspectives. Leading PPM applications are presented. The paper aims to help professionals who work in PPM sphere to orientate themselves in a broad variety of data concerning PPM Applications for corporate PPM information systems. The review based on the analysis of the reports of analytical companies such as: Gartner Group, Forrester Research, Butler Group and authors results in development and implementation of her own Opus Magnum Enterprise Management (OMEM) solution for PPM based on IPM RPM and Oracle RDBM tools.
PM World Today Book Review
Charles Rockson (pictured right) presents a brief review of the PMI’s Construction Extension to the PMBOK Guide 3rd Edition. The book describes processes and principles acceptable in the construction industry for the initiation, planning, execution, monitoring and controlling, and closing of projects successfully. It provides opportunity for the construction industry professionals to easily reference processes and principles that are recognized as industry good practices with reference to the well known PMBOK® Guide. Source: PM World Today, 2008, Vol. X, No. 6
The SOVNET Project Management Journal is published in Russian, with English summaries, by Grebennikov publishing house (http://www.grebennikov.ru/). For more information, contact SOVNET at http://www.sovnet.ru/english/index.htm.
This edition contains the following featured papers:
The main reason of problems in PM is non-compliance between class or character of project and the level of technological environment. The projects get their structure according to their scope and environment. This structure possesses some inherited attributes. At present there are no effective tools for management of projects and programmes in dynamically changing environment. Methods and model of innovative PM technologies based on their genetic attributes are suggested in the paper.
The paper discusses how the methods of large-scale projects are used when higher educational institutions amalgamate to improve higher education sphere totally. The author pays special attention to knowledge management system of the project.
The initial phase of any project involves defining the scope and planning the approach before starting the execution phase. For large capital projects, the investment of time and money in this definition phase can be significant and is a major factor in determining success. To improve this process, companies around the world have implemented a formal stage-gated process for the definition phase of their capital projects. A stage-gated process involves breaking the definition phase down into separate stages with specific objectives and deliverables for each stage. The stage-gated approach helps with shaping and selecting the best investment opportunities and also helps in eliminating projects that are no longer viable. In addition, the stage-gated approach results in projects that are more competitive and more predictable. This paper presents the details of a three-step, stage-gated process for project definition. It explains the objectives and lists the deliverables required for each stage. The paper also discusses the objectives and practical considerations for the gate reviews between each stage. Finally, the paper summarizes factors that lead to successful implementation of a stage-gated process.
Legislative changes, that came into force in Russian Federation on January 1, 2007, broke the principles of procurement, competition and optimization of three main conditions for tenders in construction. Project management and cost management are becoming ineffective if we use documentation that had been worked out earlier. The alternative formation of pricing estimates using the system of aggregative criteria and relationships between stakeholders on the base of organization procedures and tenders is suggested in the paper.
This article is designed to develop a framework on the basis of the books that mapped up key success factors. Framework can be used in practice as a check-list that enable the Project Manager to verify the availability of common success factors; as a list which can be added with new factors from their own practice and track the project through each phase of the project life cycle. For testing the framework applicability the author provides a Project Case Study from her own practice.
The paper describes the main characteristics of today’s PPM market, trends and development perspectives. Leading PPM applications are presented. The paper aims to help professionals who work in PPM sphere to orientate themselves in a broad variety of data concerning PPM Applications for corporate PPM information systems. The review based on the analysis of the reports of analytical companies such as: Gartner Group, Forrester Research, Butler Group and authors results in development and implementation of her own Opus Magnum Enterprise Management (OMEM) solution for PPM based on IPM RPM and Oracle RDBM tools.
Charles Rockson (pictured right) presents a brief review of the PMI’s Construction Extension to the PMBOK Guide 3rd Edition. The book describes processes and principles acceptable in the construction industry for the initiation, planning, execution, monitoring and controlling, and closing of projects successfully. It provides opportunity for the construction industry professionals to easily reference processes and principles that are recognized as industry good practices with reference to the well known PMBOK® Guide. Source: PM World Today, 2008, Vol. X, No. 6
The SOVNET Project Management Journal is published in Russian, with English summaries, by Grebennikov publishing house (http://www.grebennikov.ru/). For more information, contact SOVNET at http://www.sovnet.ru/english/index.htm.
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