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, “are speaking the same language,” 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 research’s 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

Розробка та впровадження формалізованої моделі ментального простору оточуючого середовища проекту чи програми

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.Проанализировано ментальное пространство окружающей среды (подвижного контекста) проекта или программы. Выделено множества, подмножества и элементы подмножеств этого пространства. Реализовано его формализованное описание. Исследованы и предложены методы и методики ранжирования составляющих ментального пространства: множеств, подмножеств, элементов. Приведен пример практического применения метода анализа иерархий для ранжирования составляющих ментального пространства. Проаналізовано ментальний простір оточуючого середовища (рухомого контексту) проекту чи програми. Виокремлено множини, підмножини та елементи підмножин цього простору. Здійснено його формалізований опис. Досліджено та запропоновано методи та методики ранжування складових ментального простору: множин, підмножин, елементів. Наведено приклад застосування методу аналізу ієрархій для ранжування складових ментального простору

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 imple­mentation 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, “are speak­ing the same language,” 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 research’s 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

Моделі та методи управління проектами в середовищі 4P

Today's period of business development is characterized by many crises, the way out of which requires an increase in the number of various projects in all sectors of the economy. One of the important parts of project and program portfolio management is project administration. When a project is complex when there are many participants and interactions, the project administrator or even his team aren't able to perform their functions well. So, in the paper authors present developed models and methods of project administration in the portfolios of a project-oriented enterprise that can increase the efficiency of functional units of the project-oriented enterprise by creating a relevant information environment for projects and enterprises. The subject for future research is developing a project administration tool