Anna Kaczorowska

Comprehensive methods of evaluation and project efficiency account

Project management is one of the main areas of contemporary organization management. This article is aimed at analysis of existing tools of project assessment - mainly comprehensive methods, but also partial techniques - and referring them to undertakings efficiency calculation which comprises cost-effectiveness evaluation, risk analysis, and investment decision taking. Business case (BC), as one of the comprehensive methods of project assessment, is simultaneously the main subject in PRINCE2 (PRoject IN Controlled Environments). It is for this reason that the case study for BC is based on this recognised method of project management. This article contains also the proposals of solutions of discerned problems within project assessment.

Traditional and agile project management in public sector and ICT

The article comprises the characteristics of traditional project management (TPM) and agile project management (APM) and indicates that when using a specific concept we should take into account the conditions of the sector in which the organization implementing or participating in IT projects is functioning. For it is not in all organizations that APM is more effective than TPM. Agility at the project level is one of the possibilities of which we should remember when seeking a tool for achievement of the organizations strategic objectives. However, such a tool becomes less effective if its use is not preceded by analysis of specific attainable benefits and conditions which have to be met to achieve such benefits. These conditions comprise, among other, the organizational and decision-making culture, projects financing method, as well as approach to change servicing, risk management or standardization of project management practices.

Management of Projects Realization Process in Enterprises of ICT Sector

The article comprises the characteristics of projects within Information and Communication Technology (ICT), indicates some problems occurring during the implementation of such projects and involves their success factors. Sources of problems are perceived mostly in a poor adjustment of internal organization of ICT sector enterprises to assure appropriate support for the project team, too low flexibility of traditional methods of ICT project implementation and organization processes. Project implementation is considered from the ICT sector enterprises point of view, and the indicated factors of success in the measure accomplishment processes management are associated with the ICT project (presented as number 1 in Table 1), process management in ICT enterprise (number 2 in Table 1), as well as elements of such an enterprise (number 3) and its environment (4).