4 research outputs found
Π ΠΎΠ·ΡΠΎΠ±ΠΊΠ° ΡΠ° Π²ΠΏΡΠΎΠ²Π°Π΄ΠΆΠ΅Π½Π½Ρ ΡΠΎΡΠΌΠ°Π»ΡΠ·ΠΎΠ²Π°Π½ΠΎΡ ΠΌΠΎΠ΄Π΅Π»Ρ ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΠΎΡΡ ΠΎΡΠΎΡΡΡΡΠΎΠ³ΠΎ ΡΠ΅ΡΠ΅Π΄ΠΎΠ²ΠΈΡΠ° ΠΏΡΠΎΠ΅ΠΊΡΡ ΡΠΈ ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΈ
Formalization of the mental space of the environment based on improving the concentric model of the mobile context that does not depend on the subject area of the project or program is proposed. It is shown that the space has four sets: global context, state context, industry context and organization context. Each set includes seven subsets: political, economic, legal, infrastructural, scientific-technical, social, natural and ecological. The content of each subset depending on the set it belongs to is investigated. It is shown that each set has a different capacity (34 - 80 elements), which in practice amounts to the fact that project manager considers a number of factors of the surrounding impact on the project or program.Expert methods and techniques that allow ranking the influence of the subset elements in each set are proposed for the management of the mental space of the environment. Using these methods and techniques, the expert survey, best practices, creativity methods and analytic hierarchy process are selected. Application of the analytic hierarchy process is shown on the example of the project to create the first multimedial distance learning courses for the second higher education program. The example shows the ranking of sets, subsets and elements of the mental space of the environment (mobile context) to determine the relevant elements for developing measures to manage the environment (mobile context) for the successful project implementation.ΠΡΠΎΠ°Π½Π°Π»ΠΈΠ·ΠΈΡΠΎΠ²Π°Π½ΠΎ ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ΅ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²ΠΎ ΠΎΠΊΡΡΠΆΠ°ΡΡΠ΅ΠΉ ΡΡΠ΅Π΄Ρ (ΠΏΠΎΠ΄Π²ΠΈΠΆΠ½ΠΎΠ³ΠΎ ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΠ°) ΠΏΡΠΎΠ΅ΠΊΡΠ° ΠΈΠ»ΠΈ ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΌΡ. ΠΡΠ΄Π΅Π»Π΅Π½ΠΎ ΠΌΠ½ΠΎΠΆΠ΅ΡΡΠ²Π°, ΠΏΠΎΠ΄ΠΌΠ½ΠΎΠΆΠ΅ΡΡΠ²Π° ΠΈ ΡΠ»Π΅ΠΌΠ΅Π½ΡΡ ΠΏΠΎΠ΄ΠΌΠ½ΠΎΠΆΠ΅ΡΡΠ² ΡΡΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²Π°. Π Π΅Π°Π»ΠΈΠ·ΠΎΠ²Π°Π½ΠΎ Π΅Π³ΠΎ ΡΠΎΡΠΌΠ°Π»ΠΈΠ·ΠΎΠ²Π°Π½Π½ΠΎΠ΅ ΠΎΠΏΠΈΡΠ°Π½ΠΈΠ΅. ΠΡΡΠ»Π΅Π΄ΠΎΠ²Π°Π½Ρ ΠΈ ΠΏΡΠ΅Π΄Π»ΠΎΠΆΠ΅Π½Ρ ΠΌΠ΅ΡΠΎΠ΄Ρ ΠΈ ΠΌΠ΅ΡΠΎΠ΄ΠΈΠΊΠΈ ΡΠ°Π½ΠΆΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΡΠΎΡΡΠ°Π²Π»ΡΡΡΠΈΡ
ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²Π°: ΠΌΠ½ΠΎΠΆΠ΅ΡΡΠ², ΠΏΠΎΠ΄ΠΌΠ½ΠΎΠΆΠ΅ΡΡΠ², ΡΠ»Π΅ΠΌΠ΅Π½ΡΠΎΠ². ΠΡΠΈΠ²Π΅Π΄Π΅Π½ ΠΏΡΠΈΠΌΠ΅Ρ ΠΏΡΠ°ΠΊΡΠΈΡΠ΅ΡΠΊΠΎΠ³ΠΎ ΠΏΡΠΈΠΌΠ΅Π½Π΅Π½ΠΈΡ ΠΌΠ΅ΡΠΎΠ΄Π° Π°Π½Π°Π»ΠΈΠ·Π° ΠΈΠ΅ΡΠ°ΡΡ
ΠΈΠΉ Π΄Π»Ρ ΡΠ°Π½ΠΆΠΈΡΠΎΠ²Π°Π½ΠΈΡ ΡΠΎΡΡΠ°Π²Π»ΡΡΡΠΈΡ
ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΡΠ°Π½ΡΡΠ²Π°.Β ΠΡΠΎΠ°Π½Π°Π»ΡΠ·ΠΎΠ²Π°Π½ΠΎ ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΈΠΉ ΠΏΡΠΎΡΡΡΡ ΠΎΡΠΎΡΡΡΡΠΎΠ³ΠΎ ΡΠ΅ΡΠ΅Π΄ΠΎΠ²ΠΈΡΠ° (ΡΡΡ
ΠΎΠΌΠΎΠ³ΠΎ ΠΊΠΎΠ½ΡΠ΅ΠΊΡΡΡ) ΠΏΡΠΎΠ΅ΠΊΡΡ ΡΠΈ ΠΏΡΠΎΠ³ΡΠ°ΠΌΠΈ. ΠΠΈΠΎΠΊΡΠ΅ΠΌΠ»Π΅Π½ΠΎ ΠΌΠ½ΠΎΠΆΠΈΠ½ΠΈ, ΠΏΡΠ΄ΠΌΠ½ΠΎΠΆΠΈΠ½ΠΈ ΡΠ° Π΅Π»Π΅ΠΌΠ΅Π½ΡΠΈ ΠΏΡΠ΄ΠΌΠ½ΠΎΠΆΠΈΠ½ ΡΡΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΠΎΡΡ. ΠΠ΄ΡΠΉΡΠ½Π΅Π½ΠΎ ΠΉΠΎΠ³ΠΎ ΡΠΎΡΠΌΠ°Π»ΡΠ·ΠΎΠ²Π°Π½ΠΈΠΉ ΠΎΠΏΠΈΡ. ΠΠΎΡΠ»ΡΠ΄ΠΆΠ΅Π½ΠΎ ΡΠ° Π·Π°ΠΏΡΠΎΠΏΠΎΠ½ΠΎΠ²Π°Π½ΠΎ ΠΌΠ΅ΡΠΎΠ΄ΠΈ ΡΠ° ΠΌΠ΅ΡΠΎΠ΄ΠΈΠΊΠΈ ΡΠ°Π½ΠΆΡΠ²Π°Π½Π½Ρ ΡΠΊΠ»Π°Π΄ΠΎΠ²ΠΈΡ
ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΠΎΡΡ: ΠΌΠ½ΠΎΠΆΠΈΠ½, ΠΏΡΠ΄ΠΌΠ½ΠΎΠΆΠΈΠ½, Π΅Π»Π΅ΠΌΠ΅Π½ΡΡΠ². ΠΠ°Π²Π΅Π΄Π΅Π½ΠΎ ΠΏΡΠΈΠΊΠ»Π°Π΄ Π·Π°ΡΡΠΎΡΡΠ²Π°Π½Π½Ρ ΠΌΠ΅ΡΠΎΠ΄Ρ Π°Π½Π°Π»ΡΠ·Ρ ΡΡΡΠ°ΡΡ
ΡΠΉ Π΄Π»Ρ ΡΠ°Π½ΠΆΡΠ²Π°Π½Π½Ρ ΡΠΊΠ»Π°Π΄ΠΎΠ²ΠΈΡ
ΠΌΠ΅Π½ΡΠ°Π»ΡΠ½ΠΎΠ³ΠΎ ΠΏΡΠΎΡΡΠΎΡΡ
Interaction researching mental spaces of movable context, stakeholders, and project manager
depends on the clear and integrated interaction
between stakeholders, the project manager, and the
movable context. Such an interaction exists on the level
of mental spaces. If the mental spaces are congruent, in
other words, all things are in the space of clear and univocal
understanding of all aspects of the project, βare speaking
the same language,β then project implementation is
clear, exact, and in time.
On practice, it is observed that full understanding is
absent during project initialization and implementation
and mental space cannot be congruent completely or is
congruent partially. This situation exists during the implementation
of the international projects, which involves
working together with specialists from different countries.
In this case, the project manager must organize interaction
between different mental spaces.
A research hypothesis consists of the assumption that
the interaction between mental spaces of the movable
context, stakeholders, and the project manager is carried
out in a blended mental space. This space is temporary
in relative to other mental spaces during the project life
cycle; the project manager should manage this space
through the usage of different skills.
The research was carried out by scientific methods of
theories of mental and blended spaces, and the theory of
knowledge, i.e. theoretical and empirical research using
project management approaches.
The researchβs results showed that organization of interaction
in the blended mental space with using appropriate
competencies of the project manager provides successful
project implementation. The theoretical base of research
is presented in the example of the implementation of one
of the largest infrastructure projects in Ukraine: New Safe
Confinement Construction
Development and Implementation of Formalized Model of Mental Space of Project or Program Environment
Formalization of the mental space of the environment based on improving the concentric model of the mobile context that does not depend on the subject area of the project or program is proposed. It is shown that the space has four sets: global context, state context, industry context and organization context. Each set includes seven subsets: political, economic, legal, infrastructural, scientific-technical, social, natural and ecological. The content of each subset depending on the set it belongs to is investigated. It is shown that each set has a different capacity (34 - 80 elements), which in practice amounts to the fact that project manager considers a number of factors of the surrounding impact on the project or program.Expert methods and techniques that allow ranking the influence of the subset elements in each set are proposed for the management of the mental space of the environment. Using these methods and techniques, the expert survey, best practices, creativity methods and analytic hierarchy process are selected. Application of the analytic hierarchy process is shown on the example of the project to create the first multimedial distance learning courses for the second higher education program. The example shows the ranking of sets, subsets and elements of the mental space of the environment (mobile context) to determine the relevant elements for developing measures to manage the environment (mobile context) for the successful project implementation
Interaction researching mental spaces of movable context, stakeholders, and project manager
As practice shows, the success of project impleΒmentation depends on the clear and integrated interacΒtion between stakeholders, the project manager, and the movable context. Such an interaction exists on the level of mental spaces. If the mental spaces are congruent, in other words, all things are in the space of clear and univoΒcal understanding of all aspects of the project, βare speakΒing the same language,β then project implementation is clear, exact, and in time. On practice, it is observed that full understanding is absent during project initialization and implementation and mental space cannot be congruent completely or is congruent partially. This situation exists during the impleΒmentation of the international projects, which involves working together with specialists from different countries. In this case, the project manager must organize interacΒtion between different mental spaces. A research hypothesis consists of the assumption that the interaction between mental spaces of the movable context, stakeholders, and the project manager is carried out in a blended mental space. This space is temporary in relative to other mental spaces during the project life cycle; the project manager should manage this space through the usage of different skills. The research was carried out by scientific methods of theories of mental and blended spaces, and the theory of knowledge, i.e. theoretical and empirical research using project management approaches. The researchβs results showed that organization of interΒaction in the blended mental space with using appropriate competencies of the project manager provides successful project implementation. The theoretical base of research is presented in the example of the implementation of one of the largest infrastructure projects in Ukraine: New Safe Confinement Construction