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The activity of enterprises in the energy sector is complicated by the complexity and capital intensity of the resources and processes used. In the current market conditions, an additional challenge is the implementation of sustainable development, including, in particular, environmental and social goals. These circumstances require efficient and effective management, and this is possible, inter alia, thanks to the use of the project management. However, this approach requires not only implementation, but also professional monitoring and control, which is considered and diagnosed in this article. The purpose of this article is to: (a) verify the programme management areas subject to the monitoring and control process; (b) identify and evaluate the effectiveness of the most frequently used methods in the process of monitoring and control of the programme implementation. A qualitative study using a structured interview was conducted among 21 experts involved in the implementation of programmes from the energy sector. The authors found that energy companies monitor and control programmes in key, but traditional areas such as lead times, costs, risks and benefits. They less often refer to ‘soft’ areas of management, such as: work, communication or quality. In terms of the monitoring and control methodology used, significant discrepancies were found between the methods considered effective and those that are most often used in practice. This requires decisive improvement actions. At the same time, it is worth emphasising that the majority of managers prefer compact and quantifiable forms of monitoring and control, such as: earned value method, Gantt chart and comparing plans to results in individual areas. The sector also lacks a systemic approach to programme management, which should be distinguished from single project management, which is why the authors presented their own approach to solving this problem.
Mateusz Trzeciak; Izabela Jonek-Kowalska. Monitoring and Control in Program Management as Effectiveness Drivers in Polish Energy Sector. Diagnosis and Directions of Improvement. Energies 2021, 14, 4661 .
AMA StyleMateusz Trzeciak, Izabela Jonek-Kowalska. Monitoring and Control in Program Management as Effectiveness Drivers in Polish Energy Sector. Diagnosis and Directions of Improvement. Energies. 2021; 14 (15):4661.
Chicago/Turabian StyleMateusz Trzeciak; Izabela Jonek-Kowalska. 2021. "Monitoring and Control in Program Management as Effectiveness Drivers in Polish Energy Sector. Diagnosis and Directions of Improvement." Energies 14, no. 15: 4661.
A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted, which is also the second concept with the GPM P5 Standard for Sustainability in Project Management. Thus, the purpose of this article is to develop a model for risk management in IT projects. As a result of the empirical research carried out by means of an expert interview (108 experts) and a questionnaire survey (123 respondents), a risk management model was developed and six original risk management areas were identified, describing 73.92% of all risk factors that may occur during the implementation of an IT project. Furthermore, empirical studies confirm that basic processes such as risk factor identification, impact assessment, and key risk factor management are used by managers and/or team leaders during the implementation of IT projects.
Mateusz Trzeciak. Sustainable Risk Management in IT Enterprises. Risks 2021, 9, 135 .
AMA StyleMateusz Trzeciak. Sustainable Risk Management in IT Enterprises. Risks. 2021; 9 (7):135.
Chicago/Turabian StyleMateusz Trzeciak. 2021. "Sustainable Risk Management in IT Enterprises." Risks 9, no. 7: 135.
Mateusz Trzeciak. Analysis of risk management processes in the IT industry. Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, 2020, 95 -106.
AMA StyleMateusz Trzeciak. Analysis of risk management processes in the IT industry. Scientific Papers of Silesian University of Technology. Organization and Management Series. 2020; 2020 (142):95-106.
Chicago/Turabian StyleMateusz Trzeciak. 2020. "Analysis of risk management processes in the IT industry." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 142: 95-106.
Filip Liebert; Mateusz Trzeciak. Virtual Temporary Collaboration Networks – A Case Study of the IT Industry. Problemy Zarządzania - Management Issues 2019, 5/2019, 56 -73.
AMA StyleFilip Liebert, Mateusz Trzeciak. Virtual Temporary Collaboration Networks – A Case Study of the IT Industry. Problemy Zarządzania - Management Issues. 2019; 5/2019 (85):56-73.
Chicago/Turabian StyleFilip Liebert; Mateusz Trzeciak. 2019. "Virtual Temporary Collaboration Networks – A Case Study of the IT Industry." Problemy Zarządzania - Management Issues 5/2019, no. 85: 56-73.
Mateusz Trzeciak. The human factor as a kay risk factor for the projectin the IT industry. Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, 2017, 473 -486.
AMA StyleMateusz Trzeciak. The human factor as a kay risk factor for the projectin the IT industry. Scientific Papers of Silesian University of Technology. Organization and Management Series. 2017; 2017 (101):473-486.
Chicago/Turabian StyleMateusz Trzeciak. 2017. "The human factor as a kay risk factor for the projectin the IT industry." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 101: 473-486.
Mateusz Trzeciak; Seweryn Spałek. MODELS OF PROJECT TEAM MANAGEMENT IN THE IT INDUSTRY. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu 2017, 404 -415.
AMA StyleMateusz Trzeciak, Seweryn Spałek. MODELS OF PROJECT TEAM MANAGEMENT IN THE IT INDUSTRY. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. 2017; (463):404-415.
Chicago/Turabian StyleMateusz Trzeciak; Seweryn Spałek. 2017. "MODELS OF PROJECT TEAM MANAGEMENT IN THE IT INDUSTRY." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu , no. 463: 404-415.
Mateusz Trzeciak; Filip Liebert. PROJECT TEAM MANAGEMENT AS A SIGNIFICANT RISK FACTOR FOR THE PROJECT IN THE IT INDUSTRY. Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, 2017, 243 -256.
AMA StyleMateusz Trzeciak, Filip Liebert. PROJECT TEAM MANAGEMENT AS A SIGNIFICANT RISK FACTOR FOR THE PROJECT IN THE IT INDUSTRY. Scientific Papers of Silesian University of Technology. Organization and Management Series. 2017; 2017 (103):243-256.
Chicago/Turabian StyleMateusz Trzeciak; Filip Liebert. 2017. "PROJECT TEAM MANAGEMENT AS A SIGNIFICANT RISK FACTOR FOR THE PROJECT IN THE IT INDUSTRY." Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, no. 103: 243-256.
Seweryn Spałek; Mateusz Trzeciak. RISK FACTORS IN THE AGILE PROJECT MANAGEMENT. THE OUTLINE OF RESEARCH PROBLEM. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu 2017, 150 -160.
AMA StyleSeweryn Spałek, Mateusz Trzeciak. RISK FACTORS IN THE AGILE PROJECT MANAGEMENT. THE OUTLINE OF RESEARCH PROBLEM. Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu. 2017; (496):150-160.
Chicago/Turabian StyleSeweryn Spałek; Mateusz Trzeciak. 2017. "RISK FACTORS IN THE AGILE PROJECT MANAGEMENT. THE OUTLINE OF RESEARCH PROBLEM." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu , no. 496: 150-160.