Nowadays, the nature of the projects has changed to be unique, uncertain, ambiguous,complex and innovative. It becomes hard to plan in advance the project progress, asdeviations from plans and unpredictable changes occur more frequently. This can bespecifically observed in the software development industry which needs to constantlymeet customers’ rapidly changed requirements. Traditionally, software projects aredeveloped through a plan-driven approach which emphasizes an overall project plan andcontrol process in terms of project management. Recently, this has been challenged byagile approach that focuses on flexibility to quickly meet changing requirements, andthese new agile methods provoked huge interest and got more and more popular andwidely applied especially in IT industry. However, the popularity does not mean theagile methods have advantage over traditional plan-based project management methods.In fact, both methods have own advantages and disadvantages and cannot be fullyreplaced by each other. Therefore, it becomes important and necessary for companymanagement to know how to select a suitable method for the new software developmentproject to get the maximum benefits.The purpose of this study is to describe different project management methods(traditional plan-driven and agile methods) and their various consequences for themanagement of software-development projects. Additionally, a more practical purposeis to suggest on what grounds a choice between methods may be made. Morespecifically, this research aims to provide the possible solution on how to selecttraditional plan-driven or agile project management method for managing a newsoftware development project. The research conducted a qualitative study in a casecompany of IT industry through several semi-structured interviews and questionnaireswith experienced and knowledgeable employees. It started with the analysis andcomparison of traditional and agile project management methods’ characteristics andapplication domains based on two specific examples (PROPS and Scrum) selected fromtraditional and agile project management methods respectively, in order to identify a setof preliminary outstanding characteristics which could be used to help IT company tochoose project management methods for new software development projects. Theempirical data obtained from interviews of case company was investigated to verifythese characteristics based on the literature review, and further adjusted thecharacteristics identification. After going through the whole research process, finallyresearchers identified the most suitable characteristics that were important both intheory and practice to examine on what ground a software development company needsto base the selection of project management methods. These suitable characteristics are:Project Complexity, Communication, Competencies and Requirements, in order to helpselect the best management way for the specific project.

<p>Syftet med uppsatsen är att ge en bild av hur generella projektledningsmetoder används inom reklambranschen. Vi ville undersöka vilka aspekter av projektledningen som kan påverkas av de speciella förutsättningar som finns i reklambranschen. Varje reklamprojekt innehåller en skapandeprocess, och vi ville se hur sådant påverkar projektledningen.</p><p>Vi sammanställde först ett antal generella projektledningsmetoder för att få en teoretisk bild av hur projekt kan bedrivas. För att ge läsaren en inblick i reklambranschen och hur reklam skapas, beskrev vi även reklam ur ett teoretiskt perspektiv.</p><p>Med utgång från vår teori, genomförde vi en kvalitativ studie av sju reklambolag i Karlstad. Vi gjorde djupintervjuer med en projektledare från respektive byrå, under vilka de fick beskriva sitt projektarbete. Det empiriska resultatet från intervjuerna jämfördes sedan med den teori som låg till grund för undersökningen.</p><p>Undersökningen visade att reklambyråerna i stor utsträckning använde sig av projektledningsmetoder, i vissa fall utan att de själva var medvetna om det. Förstudien är inte särskilt omfattande från byråernas sida. Det är istället kunden som genomför det mesta av det arbete som vi skulle kalla förstudie. Planeringen av den kreativa arbetsprocessen var i de flesta fall så ostrukturerad som vi på förhand trott. Vi märkte även från vissa byråer en ovilja att strukturera planeringsarbetet, något som verkade bero på branschtraditioner. Efter att planeringen för projektet är gjord och idén tagits fram, har reklambyråerna ofta en produktionsledare som styr genomförandefasen. Projektledarna har då en marginaliserad roll, vilket är en skillnad gentemot gängse metodbeskrivningar inom akademin och näringslivet. Även om det fanns brister i planeringsarbetet, hade byråerna väl utarbetade rutiner inom andra delar av projektarbetet, framförallt för acceptansproceduren mellan byrå och kund.</p><p>Byråerna visade genomgående brister när det gäller rutiner för erfarenhetsutbyte mellan projekt. Slutrapporter skrivs inte, och lärdomar stannar därför hos dem som deltagit i det specifika projektet. Det riskerar att göra reklambyråerna beroende av att medarbetare stannar inom företaget.</p> / <p>The purpose of this essay was to study to which extent project management methods are used in advertising projects. We wanted to investigate which aspects of project management can be affected by the special conditions characterizing the advertisement business. All advertising projects demand a process of creation, and we wanted to see how that can affect the project management.</p><p>In order to create a picture of how projects can be run from a theoretic point of view, we made a compilation of a number of general project management methods. To give the reader an insight in the advertisement business and in how advertisement is produced, we also described advertisement from a theoretic point of view.</p><p>With our theoretic view as base, we carried out a qualitative study of seven local advertising agencies. We made in-depth interviews with project managers from all seven agencies respectively, during which they described their project processes. The empirical result from the interviews was then compared with the theories that formed the basis of the study.</p><p>The study showed that the advertising agencies to a great extent used project management methods, in some cases without themselves being aware of it. The agencies’ feasibility study is not especially comprehensive. Instead it is the clients that perform most of the work that we associate with feasibility studies. The planning of the creative work process was in most cases as unstructured as we had expected. We also noticed unwillingness from some agencies to make the planning process more structured, something that seemed to be due to business traditions. After the project planning is done and the idea for the campaign has been developed, the agencies often have a production manager to control the project execution phase. During the execution phase, the project manager has a marginalized role, something that differs from an academic view of project management. Even if the agencies had deficiencies in their planning processes, they had well elaborated acceptance procedures.</p><p>All agencies lacked routines for exchange of experience between projects. Final reports are not written, and lessons learned stay within the project team. This leaves the success of the agencies depending on their co-workers staying in the company.</p>

Software development processes such as the Waterfall process and Extreme Programming are Project Management Methods (PMMs) which are well known and widely used. However, conventional Project Management (PM) lacks the process concepts expressed in PMMs, and the connection between PMMs and PM is not much explored in the literature. Our research problem is to make this connection. We present data models for PM and PMM, in a framework that can articulate the PM-to-PMM relationship, illustrating with simple examples. Tools and visualizations created in terms of our framework can make use of the familiarity, history and context of project management tools, and the prescriptiveness and reactivity of PMMs, and we believe these may assist the management of complicated projects, such as IT projects. Project Mentor, a prototype Java/XML implementation of the framework semantics, can create and then revise a PMM-aware project, conforming to a specified PMM. The PM-to-PMM connection is persistent in project data, and we describe a visualization of the footsteps of a PMM in project data that does not rely on the state of a PMM process. The visualization can also be used by Project Mentor, to indicate the state of a PMM. We test for possible applications of our framework with a case study and survey of some existing project data, and conclude with a description of further work.

O estudo da gestão de projetos voltado a empreendimentos de infraestrutura ainda é incipiente no Brasil. Entretanto, esse assunto tem grande importância para o crescimento econômico nacional, para a indústria da construção civil, para a gestão e políticas públicas, e para o bem-estar da população. A eficiência da gestão desses empreendimentos, e do alcance dos resultados esperados, tem relação direta com as influências do contexto a que estão submetidos e das diversas partes interessadas envolvidas em seu ciclo de vida. O objetivo desta pesquisa é analisar aspectos do contexto dos empreendimentos de infraestrutura, o papel e influência das principais partes interessadas envolvidas, e estudar a aplicabilidade de métodos de gestão de projetos existentes e em uso no mercado, a fim de auxiliar na melhoria do desempenho desses empreendimentos por meio de planejamento, monitoramento e controle mais eficientes. Usando uma abordagem qualitativa de estudo de caso, esta pesquisa examina dois casos de empreendimentos de infraestrutura de grande porte na Região Metropolitana de São Paulo. A revisão bibliográfica realizada propicia a fundamentação teórica e, também, traz dados de casos que já foram analisados em estudos anteriores, corroborando com os resultados desta pesquisa. Como resultado, foram criadas 14 recomendações que auxiliarão os gestores de projetos e suas equipes a pensar e avaliar quais as melhores maneiras de fazer uma gestão de projetos mais eficiente e segundo as especificidades e necessidades de cada empreendimento. As recomendações abordam assuntos relacionados ao contexto dos empreendimentos de infraestrutura, aos aspectos da gestão pública, aos métodos de gestão de projetos, e dá atenção especial às principais partes interessadas envolvidas nesse tipo de empreendimento. / The project management study for infrastructure projects is still incipient in Brazil. However, this issue is of great importance for national economic growth, for the construction industry, for public management and public policies, and for the well-being of the population. The efficiency of the management of these projects, and the achievement of the expected results, is directly related to the influences of the context to which they are submitted and of the various stakeholders involved in their life cycle. The objective of this research is to analyze aspects of the infrastructure projects´ context, the role and influence of the main stakeholders involved, and to study the applicability of existing project management methods used in the market, in order to help improve the performance of these projects through more efficient planning, monitoring and control. Using a qualitative case study approach, this study examines two cases of large infrastructure projects in the Metropolitan Region of São Paulo. The literature review provides the theoretical basis and also brings data from cases that have already been analysed in previous studies, corroborating with the results of this research. As a result, 14 recommendations have been created that will help project managers and their teams think and evaluate the best ways to manage projects more efficiently and according to specific needs of each project. The recommendations address issues related to the context of infrastructure projects, aspects of public management, methods of project management, and pay special attention to the key stakeholders involved in this type of project.

Syftet med uppsatsen är att ge en bild av hur generella projektledningsmetoder används inom reklambranschen. Vi ville undersöka vilka aspekter av projektledningen som kan påverkas av de speciella förutsättningar som finns i reklambranschen. Varje reklamprojekt innehåller en skapandeprocess, och vi ville se hur sådant påverkar projektledningen. Vi sammanställde först ett antal generella projektledningsmetoder för att få en teoretisk bild av hur projekt kan bedrivas. För att ge läsaren en inblick i reklambranschen och hur reklam skapas, beskrev vi även reklam ur ett teoretiskt perspektiv. Med utgång från vår teori, genomförde vi en kvalitativ studie av sju reklambolag i Karlstad. Vi gjorde djupintervjuer med en projektledare från respektive byrå, under vilka de fick beskriva sitt projektarbete. Det empiriska resultatet från intervjuerna jämfördes sedan med den teori som låg till grund för undersökningen. Undersökningen visade att reklambyråerna i stor utsträckning använde sig av projektledningsmetoder, i vissa fall utan att de själva var medvetna om det. Förstudien är inte särskilt omfattande från byråernas sida. Det är istället kunden som genomför det mesta av det arbete som vi skulle kalla förstudie. Planeringen av den kreativa arbetsprocessen var i de flesta fall så ostrukturerad som vi på förhand trott. Vi märkte även från vissa byråer en ovilja att strukturera planeringsarbetet, något som verkade bero på branschtraditioner. Efter att planeringen för projektet är gjord och idén tagits fram, har reklambyråerna ofta en produktionsledare som styr genomförandefasen. Projektledarna har då en marginaliserad roll, vilket är en skillnad gentemot gängse metodbeskrivningar inom akademin och näringslivet. Även om det fanns brister i planeringsarbetet, hade byråerna väl utarbetade rutiner inom andra delar av projektarbetet, framförallt för acceptansproceduren mellan byrå och kund. Byråerna visade genomgående brister när det gäller rutiner för erfarenhetsutbyte mellan projekt. Slutrapporter skrivs inte, och lärdomar stannar därför hos dem som deltagit i det specifika projektet. Det riskerar att göra reklambyråerna beroende av att medarbetare stannar inom företaget. / The purpose of this essay was to study to which extent project management methods are used in advertising projects. We wanted to investigate which aspects of project management can be affected by the special conditions characterizing the advertisement business. All advertising projects demand a process of creation, and we wanted to see how that can affect the project management. In order to create a picture of how projects can be run from a theoretic point of view, we made a compilation of a number of general project management methods. To give the reader an insight in the advertisement business and in how advertisement is produced, we also described advertisement from a theoretic point of view. With our theoretic view as base, we carried out a qualitative study of seven local advertising agencies. We made in-depth interviews with project managers from all seven agencies respectively, during which they described their project processes. The empirical result from the interviews was then compared with the theories that formed the basis of the study. The study showed that the advertising agencies to a great extent used project management methods, in some cases without themselves being aware of it. The agencies’ feasibility study is not especially comprehensive. Instead it is the clients that perform most of the work that we associate with feasibility studies. The planning of the creative work process was in most cases as unstructured as we had expected. We also noticed unwillingness from some agencies to make the planning process more structured, something that seemed to be due to business traditions. After the project planning is done and the idea for the campaign has been developed, the agencies often have a production manager to control the project execution phase. During the execution phase, the project manager has a marginalized role, something that differs from an academic view of project management. Even if the agencies had deficiencies in their planning processes, they had well elaborated acceptance procedures. All agencies lacked routines for exchange of experience between projects. Final reports are not written, and lessons learned stay within the project team. This leaves the success of the agencies depending on their co-workers staying in the company.

Главная цель работы – совершенствование проектного подхода отдела системного и бизнес-анализа. В работе приведено описание компании, структуры персонала, взаимодействие между сотрудниками, статистика по затрачиваемому времени на задачу, процесса разработки нового функционала, результаты анализа, позволяющие выявить ряд следующих проблем: значительное время тратится на обсуждение и изменение функционала членов команды проекта, имеются риски по срокам. Как следствие из указанных проблем: недооцененное время на разработку функционала влияет на сроки реализации и качество будущего функционала. Для решения данных проблем предложено усовершенствовать проектный подход, внедрив нижеприведенные мероприятия: изменение порядка постановки задачи, изменение планирования и оценки задачи, создание мотивационной системы, модернизация системы взаимодействия. Был сделан расчет по внедрению совершенствованного проектного подхода. Затраты на проект составили 291594,2 рублей, срок окупаемости составляет 11 месяцев. / The main goal of the work is to improve the project approach of the system and business analysis department. The paper contains a description of the company, the structure of personnel, interaction between employees, statistics on the time spent on the task, the process of developing new functionality, the results of the analysis, which allow us to identify a number of the following problems: considerable time is spent on discussing and changing the functionality of the project team members, there are risks in terms of timing ... As a consequence of these problems: the underestimated time for the development of functionality affects the timing of implementation and the quality of the future functionality. To solve these problems, it is proposed to improve the project approach by introducing the following measures: changing the order of setting the problem, changing the planning and assessment of the problem, creating a motivational system, modernizing the interaction system. A calculation was made to introduce an improved design approach. The project costs amounted to 291 594.2 rubles, the payback period is 11 months.

The aim of my thesis is proposal of the system for evaluation and selection of the supplier for company in automotive industry. The described topic is concerned in purchasing of production components, i.e. those components, parts, etc. which are intended for direct assembly into the final product of our company.