Methodology for the Management of Project Activities of an Enterprise

Victor P. Kuznetsov (), Elena P. Kozlova (), Ekaterina P. Garina (), Elena V. Romanovskaya () and Natalia S. Andryashina ()
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Victor P. Kuznetsov: Minin Nizhny Novgorod State Pedagogical University
Elena P. Kozlova: Minin Nizhny Novgorod State Pedagogical University
Ekaterina P. Garina: Minin Nizhny Novgorod State Pedagogical University
Elena V. Romanovskaya: Minin Nizhny Novgorod State Pedagogical University
Natalia S. Andryashina: Minin Nizhny Novgorod State Pedagogical University

A chapter in Economic Issues of Social Entrepreneurship, 2021, pp 3-13 from Springer

Abstract: Abstract At the present stage of development of society, the interest in project management has been manifested in a greater degree; this trend can be observed in various fields of activity. The introduction of the project management methodology (PMM) at an enterprise is yet another example of the global practice in project activities. Such field of concern has a positive impact on such indicators as growth of income, reduction of domestic costs associated with planning, possibility of change and risk management, reduction of uncertainty in making investment decisions for projects. The worldwide online research has shown that the use of project management methodologies allows achieving successful completion of the project by 22.3 per cent. Such benefits are attractive to domestic enterprises, especially if there emerges a need to develop the enterprise in the context of market uncertainty and improvement of quality of services provided within the scope of necessary savings, both financial and labor ones (Popov, Y. Addressing the project management issues that arise as the organization grows up, Upravlenie Proektami Magazine, Russia, 2008. No. 4). When we analyze the practice of domestic enterprises, we may conclude that senior executives are satisfied with project management efficiency only in a small number of companies (Auchey, FL & Auchey, The use of the PRiSM model for improving the economic feasibility of the project. A document that was presented at PMI® Global Congress 2003—EMEA, the Hague, South Holland, the Netherlands. Newtown Square, Pennsylvania, Project Management Institute, 2003): only 17–23% of projects are completed within the established deadlines; 25–37% of projects fail; the budget of 47–60% projects eventually turns out to exceed the budget plan; relevant requirements were fulfilled in only 50–63% of projects. The development of project management methodologies in the twenty-first century depends very heavily on the development of the world economic system, the development of science and technology, and the emergence of new areas of knowledge. Today, one of the most important trends in development of society in general lies in digitalization of the economy. It determines the formation of a fresh approach to project management in general.

Keywords: Methodology; Project; Management of project activities; Flexible methodologies; Industrial enterprises; L230 (search for similar items in EconPapers)
Date: 2021
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DOI: 10.1007/978-3-030-77291-8_1

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