Scientific Papers of Silesian University of Technology Organization and Management Series最新文献

Project Management Standards 项目管理标准

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 2015-08-27 DOI: 10.1081/E-ESCM-120047735

J. Ayers

{"title":"Project Management Standards","authors":"J. Ayers","doi":"10.1081/E-ESCM-120047735","DOIUrl":"https://doi.org/10.1081/E-ESCM-120047735","url":null,"abstract":": Often, even in the definition of the project, there are conditions for uniqueness, uniqueness of objectives, performance conditions and results. As far as this is true, then what is it possible to standardize in project management? And if that is possible, is it necessary? Will this not only hamper, impede the initiative, impose wrong decisions? If the managers of large companies prioritize the psychological aspects of governance and the art of building interpersonal relationships in the project, their colleagues from small companies prefer a procedural approach. This is indeed the case and means that working within certain limits and norms for these managers is not only common, but also very convenient. What then to say about managing a company for which the existence and implementation of such standards means a guaranteed level of project quality? Finally, the fact that the practice of creating their own procedures and project management guides is widespread in large companies such as Oracle, IBM, PricewaterhouseCoopers, SAP AG, Siemens and others. All these considerations are of interest, which made me explore this topic in more detail. Project management standards at company level, in terms of methodology, usually that documents of rather general nature referred to as framework ones). These documents also the Project American ISO The meaning and content of the transition from framework standards (such PMBOK and, to an even greater extent, ISO 10006) to the standard for a company, lies in their specialization and detail. Specialization means the inclusion in the company's standard of those provisions that are relevant to the project activities specifically for this company. They must be clearly defined. It is necessary to define clearly the concepts, measurable indicators, etc. In this respect, the company's standard should a description and classification of the completed projects. They can be linked to different professional fields of activity (legal, financial, information technology, construction, marketing, etc.) and have a different complexity in terms of the problems they solve, on a different scale, in terms of the resources used and the supposed results. The organizational structure and human resources of the project are also subject to specialization. The company's standard could not only fix the roles defined in the project (project manager, administrator, quality manager, etc.), but also can define the structure and principles of project management bodies. The proper description of these procedures constitutes the bulk of the volume of the standard. To be more precise, by company's standard, we mean a set of documents explaining or prescribing how, in what order, within what timeframes, with which templates, one or other activities in the process of projects management should be performed. The amount of these documents depends on the degree of detail of the standard and can be large enough. Subject of description in the standard ","PeriodicalId":146659,"journal":{"name":"Scientific Papers of Silesian University of Technology Organization and Management Series","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123924355","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

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Quality aspects of improving the production process effectiveness by eliminating critical defects 质量方面通过消除关键缺陷来提高生产过程的有效性

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 1900-01-01 DOI: 10.29119/1641-3466.2020.144.36

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Permit to work and risk analysis as an element of safety management systems applied on oil and gas installations 工作许可和风险分析作为石油和天然气设施安全管理系统的一个组成部分

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Supporting reporting in project management 支持项目管理报告

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 1900-01-01 DOI: 10.29119/1641-3466.2020.144.55

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The significance of leader transgression for the psychological safety of employees with a high level of sensory sensitivity 领导越轨行为对高感觉敏感性员工心理安全的意义

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 1900-01-01 DOI: 10.29119/1641-3466.2022.164.7

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Decruitment in project teams – determinants and ways of implementation 项目团队的削弱——决定因素和实施方式

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 1900-01-01 DOI: 10.29119/1641-3466.2022.164.12

A. Krasnova

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Defect analysis of EN AC-435000 alloy die castings using the Pareto-Lorentz diagram 用Pareto-Lorentz图分析EN AC-435000合金压铸件缺陷

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Employee propensity to professional development and its measurement 员工专业发展倾向及其测量

Scientific Papers of Silesian University of Technology Organization and Management Series Pub Date : 1900-01-01 DOI: 10.29119/1641-3466.2022.164.8

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Analysis of the compatibility of the development of agricultural biogas plants with Poland’s environmental policy 农业沼气厂发展与波兰环境政策的相容性分析

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