21 research outputs found
Моделювання оцінки е-готовності для моніторингу національної програми e-government (на прикладі України)
The study has produced a critical review of the current approaches to developing international indices on the e-maturity of a country and analysed their criteria system. The authors have identified the specific dynamics of the programme “Electronic Ukraine” on the basis of sub-indexes of international systems of e-governance assessment. Ukraine, with its consistently high rates of human capital and progress in the development of the telecommunications infrastructure index, has been found prone to regression in terms of its online services index (OSI). Therefore, it has been suggested to use a system of weighting coefficients instead of the average weight measurement system of e-development (the United Nations E-Government Development Index). The authors have revealed that online services in Ukraine are mostly narrow-focused on providing information, whereas the transaction and participatory forms remain underdeveloped. To achieve progress at all OSI stages, the study suggests extending the system of sub-indexes in terms of assessing the e-readiness management level (both the political and legal environment for implementing e-projects and the main stakeholders). The four stages of OSI development have been extrapolated onto the Project Management Maturity Model (PMMM), and dependence has been revealed between the development of transactional services and the achievement of the third level in the management system (“a singular methodology”). The study offers recommendations for effective management of e-government programmes as to the choice of criteria for monitoring e-projects. The authors suggest evaluating the implementation of the “Electronic Ukraine” programme by the following parameters: “conformity to the strategy”, “realistic programme feasibility achieved by the project team”, “stakeholders’ influence”, and “compliance with the beneficiaries’ needs”. Eventually, the study has developed a model of evaluating the Electronic Ukraine programme with regard to the problem of multi-criteria mathematical programming. The suggested system of evaluating progress in the implementation of e-programmes contains sub-indexes that attract the stakeholders’ attention not only to the individual values obtainable by achieving the objectives of a programme but also, in the case of Ukraine, to the possible progress of the country in improving its position according to global indexes.Проанализированы системы формирования международных индексов электронной зрелости государственного управления. Выявлено специфику динамики реализации программы «Электронная Украина» в рамках базовых субиндексов оценки э-управления. Отмечено, что для улучшения показателей индекса он-лайн сервиса требуется соответствующий контент управленческой зрелости системы. Руководствуясь методологией программного менеджмента, предложена многокритериальная система для формирования содержания процессов мониторинга национальной э-программы.Проаналізовані системи формування міжнародних індексів електронної зрілості державного управління. Виявлено специфіку динаміки реалізації програми «Електронна Україна» в рамках базових субіндексів міжнародних систем оцінювання е-врядування. Зазначено, що прогрес у поліпшенні показників індексу он-лайн сервісу потребує відповідного контенту управлінської зрілості системи врядування. Керуючись методологією програмного менеджменту, запропоновано багатокритеріальну систему оцінки змісту процесів моніторингу національної е-програми
Моделювання гендерної зрілості системи управління проектами та програмами
Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted.The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization.Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO).Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.Проанализированы концептуальные подходы к формированию гендерной сенситивности системы управление проектами и программами в соответствии с глобальными принципами гендерного равенства в бизнесе (Gender Equality Principles, GEP). Определена организационно-структурная специфика интеграции гендерных компонентов и описано их реляционное влияние на уровень организационной зрелости проектного менеджмента компании. Предложена модель оценки гендерной зрелости организации на платформе модели зрелости проектного менеджмента (Project Management Maturity Model, PMMM)Проаналізовані концептуальні підходи до формування гендерної сенситивності системи управління проектами та програмами відповідно до глобальних принципів гендерної рівності у бізнесі (Gender Equality Principles, GEP). Визначено організаційно-структурну специфіку інтеграції гендерних компонентів та висвітлено їх реляційний вплив на рівень організаційної зрілості проектного менеджменту компаній. Запропоновано модель оцінки гендерної зрілості організації на платформі моделі зрілості проектного менеджменту (Project Management Maturity Model, PMMM
Моделювання гендерної зрілості системи управління проектами та програмами
Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted.The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization.Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO).Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.Проанализированы концептуальные подходы к формированию гендерной сенситивности системы управление проектами и программами в соответствии с глобальными принципами гендерного равенства в бизнесе (Gender Equality Principles, GEP). Определена организационно-структурная специфика интеграции гендерных компонентов и описано их реляционное влияние на уровень организационной зрелости проектного менеджмента компании. Предложена модель оценки гендерной зрелости организации на платформе модели зрелости проектного менеджмента (Project Management Maturity Model, PMMM)Проаналізовані концептуальні підходи до формування гендерної сенситивності системи управління проектами та програмами відповідно до глобальних принципів гендерної рівності у бізнесі (Gender Equality Principles, GEP). Визначено організаційно-структурну специфіку інтеграції гендерних компонентів та висвітлено їх реляційний вплив на рівень організаційної зрілості проектного менеджменту компаній. Запропоновано модель оцінки гендерної зрілості організації на платформі моделі зрілості проектного менеджменту (Project Management Maturity Model, PMMM
Developing gender maturity models of project and program management system
Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted.The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization.Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO).Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.Проанализированы концептуальные подходы к формированию гендерной сенситивности системы управление проектами и программами в соответствии с глобальными принципами гендерного равенства в бизнесе (Gender Equality Principles, GEP). Определена организационно-структурная специфика интеграции гендерных компонентов и описано их реляционное влияние на уровень организационной зрелости проектного менеджмента компании. Предложена модель оценки гендерной зрелости организации на платформе модели зрелости проектного менеджмента (Project Management Maturity Model, PMMM)Проаналізовані концептуальні підходи до формування гендерної сенситивності системи управління проектами та програмами відповідно до глобальних принципів гендерної рівності у бізнесі (Gender Equality Principles, GEP). Визначено організаційно-структурну специфіку інтеграції гендерних компонентів та висвітлено їх реляційний вплив на рівень організаційної зрілості проектного менеджменту компаній. Запропоновано модель оцінки гендерної зрілості організації на платформі моделі зрілості проектного менеджменту (Project Management Maturity Model, PMMM
Gender Policy in Local Governments: How to Improve Development Road?
The paper focuses on mainstreaming gender equality goals at the level of local government. On the part of local government, this requires foremost the using these different needs to inform all local governance processes – policymaking, planning, budget allocation, Programme development, local service delivery and performance monitoring – in order to directly address existing gender inequalities.
The authors proposed a methodology for assessing the gender orientation of local management systems, which is designed in the following parameters: Gender Focal Point (in the organizational structure), gender sensitive leadership style, gender budget, gender statistics, and gender planning, gender-responsible performance. The use of qualitative characteristics of gender orientation in the local management system allows for both internal introspection and external monitoring. The analysis technique is proposed to the gender content of the municipality website and applied to the Vienna website as a “best practice” of city governance. The model was tested by assessing the gender mainstream practices of local government bodies in Ukraine. In addition, a comparative analysis, and monitoring of the websites of the municipalities of cities with a population of one million in Ukraine (Kyiv, Kharkiv, Dnipro) was carried out. This will allow municipalities to design an individual trajectory for improving gender-mainstreaming practices
City-Governance: conceptualizing digital maturity model
The article aims to outline the role of ICT in urban management. The digital segment is presented as significant for making cities sustainable, and for expanding access to basic services for large numbers of people. The matrix of ICT-tools in relation to sustainable cities development targets is developed. The comparative review of Digital City, Intelligent City, and Smart City is provided. The municipal e-government data of international ratings are analyzed with the special focus on aspects of online services management. The existing digital gaps between cities are pointed out in terms of e-governance maturity. It is proposed the maturity model of the municipal digital office, which it consists eight levels of the functional responsibility for urban online services development.
Article DOI : 10.5958/2347-6869.2017.00016.
E-Government development strategies in the Eastern Partnership countries
The article aims to outline the role of e-democracy within the setting of the Eastern Partnership program. The article provides the comparative review of E-Government progress in six EaP countries in 2009 – 2016. The E-Government sensitive data of international ratings is analyzed with the special focus on participative aspects. The existing differences of E-Government strategies between the Eastern Partnerships countries are analyzed with the special focus on e-participate. The e-participate differences in the development of the countries are pointed out in terms of e-democracy development. The cognitive model of integrating e-democracy components into the socio-technical system of e-government is proposed.
Article DOI : 10.5958/2347-6869.2017.00007.