Method of decision-making the proactive project management of organizational development

2019;
: pp. 14-20
https://doi.org/10.23939/mmc2019.01.014
Received: November 20, 2018
Revised: January 28, 2019
Accepted: January 28, 2019
1
Department for Information Computer Systems and Control, Ternopil National Economic University
2
Department for Information Computer Systems and Control, Ternopil National Economic University
3
Department for Informatics, Kazimierz Pulaski University of Technology and Humanities in Radom; Research Institute for Intelligent Computer Systems, Ternopil National Economic University
4
Department for Information Computer Systems and Control, Ternopil National Economic University

Modern requirements to competitiveness, especially in the leading industries, set the priority of the development of enterprises in the energy sector.  Projecting the organizational development of power supplying companies are considered as a complex problem, which has the various technical and organizational components, the implementation of which involves non-trivial approaches and increased costs.  Therefore, to manage these projects is advisable to use a proactive approach and develop the specially adapted models and methods within the proactive management.  In order to ensure decision-making on the managing the power supplying company transformation project, it is necessary to develop the predictability  of the parameters of the project implementation processes.  The estimation of the status of the project implementation is carried out according to the value of the indicator: the amount of project work.  In the experimental study, the productivity and effectiveness of the proactive managing the power supplying company transformation project in Ukraine are considered to check the the proposed method adequacy.  Consequently, the experimental study proves that to solve the proactive managing problem of the organizational development project based on the proposed method is not to identify the detected deviations but to determine their magnitude and acceptability in terms of achieving the goal of the project, allows a minimum upper limit for relative deviations from all the maximum values of the target functions obtained as a result of the solution, that is more effective than the known methods.  Thus, the proposed method improves development of observation of deviations in the field of "chaotic proximity'', their identification regarding the actual state of the system, and manageability of the project implementation by developing appropriate actions: stabilization, balancing or maneuvering for achieving the goal.

  1. Cooke-Davies T. J., Arzymanow A.  The maturity of project management in different industries: An investigation into variations between project management models.  International Journal of Project Management. 21 (6), 471--478 (2003).
  2. Lundin R. A., Steinthуrsson R. S.  Studying organizations as temporary.  Scandinavian Journal of Management. 19 (2), 233--250 (2003).
  3. A Guide to the Project Management Body of Knowledge (PMBoK), fifth ed., Project Management Institute, USA, 2013.
  4. Li H., Xu Z., Xiong L., Liu Y.  Robust proactive project scheduling model for the stochastic discrete time/cost trade-off problem.  Discrete Dynamics in Nature and Society. 2015, Article ID 586087, 10 pages (2015).
  5. Verba V. A. Company development projects: problems and signs of identification.  Scientific journal "Manager'' Journal of the DNUU. 4 (50), 207--214 (2009), (in Ukrainian).
  6. Fangel M.  Proactive Project Management.  AEW Services, Richmond Hill, ON, USA (2015).
  7. Bushueva N. S., Mysnyk L. D., Olekseenko M. M.  System formalization of the project management within proactive approach to the organization development.  Project Management and Development of Production: Collection of Scientific Papers. 2 (30), 5--11 (2009), (in Russian).
  8. Song W., Kang D., Zhang J., Xi H.  Proactive project scheduling with time-dependent workability uncertainty.  Proceedings of the 16th Conference on Autonomous Agents and MultiAgent Systems. 221--229 (2017).
  9. Dombrowski Z., Sachenko O., Dombrovskiy M., Rymar O.  Model of project management based on system approach.  2013 IEEE 7th International Conference on Intelligent Data Acquisition and Advanced Computing Systems (IDAACS). 2, 587--590 (2013).
  10. Jonas V., Bone L.  Interfacing earned value and risk management.  Proceedings of the PMI Global Congress, EMEA, Marsailles, France (2012).
  11. Bushueva N. S.  Mechanisms of matrix technologies of the proactive balanced management of organizational development programs.  Project Management and Development of Production. 2 (50), 96--106 (2014), (in Russian).
  12. Lambrechts O., Demeulemeester E., Herroelen W.  Proactive and reactive strategies for resource-constrained project scheduling with uncertain resource availabilities.  Journal of scheduling. 11 (2), 121--136 (2008).
  13. Dorozhovets M., Bubela I.  Computing uncertainty of the extreme values in random samples.  International Journal of Computing. 15 (2), 127--135 (2016).
  14. Dombrowski M. Z., Sachenko A. O.  The proactive management model of strategic development project on the energy supply companies in a turbulent environment.  Bulletin of NTU "KhPI''. Series: Strategic management, portfolio, program and project management. 2 (1224), 41--45 (2017), (in Ukrainian).
Math. Model. Comput. Vol.6, No.1, pp.14-20 (2019)