E-readiness evaluation modelling for monitoring the national e-government programme (by the example of Ukraine)

The role and importance of information and communication technologies (ICT) in city management are analyzed. It is substantiated that the digital component of municipal management is an important element of a sustainable city and ensures the expansion of citizens’ access to basic services. Modeling the assessment of the electronic maturity of the management office of municipal digitalization projects is considered through the prism of the technological maturity model of I. Kendall and K. Rollins. A matrix for assessing the electronic maturity of municipal e-projects, represented by project management knowledge areas and digital ICT characteristics of electronic maturity, has been developed. The results of digital maturity modeling are discussed on the example of the Municipal e-Project Management Office (PMOеМ). Eight levels of PMOеМ maturity are proposed: «I – PMOеМ is able to effectively implement information service projects»; «II – PMOеМ analyzes the organizational aspects of the online services of the municipality»; «III – PMOеМ develops ways to effectively implement online services»; «IV – PMOеМ requires a high level of e-government maturity, opening «fast access» of citizens to e-services»; «V – municipality staff as members of the project team (PMOеМ) ensures the progress of functional efficiency of city smart services»; «VI – PMOеМ is able to provide the vast majority of municipal services using ICT tools»; «VII – PMOеМ provides an expanded range of smart services»; «VIII – all municipal services are provided under the maximum mainstreaming of ICT». The proposed assessment tool will allow the PMOеМ directorate and the top management of IT organizations to conduct a self-assessment of progress in the digital management of municipal e-projects, e-programs and select the actions necessary to move to a higher level of e-maturity.

The peculiarities of external quality assurance processes in the higher education management system are considered. It is noted that the quality of educational programs (EP) of higher education institutions is controlled by quality assurance agencies (QAAs) using an accreditation system. The key features of the accreditation process in terms of peer review are identified. The problem of accreditation process management, namely the subjectivity and lack of consistency of expert decisions, is highlighted. The correlation method was applied to determine the interdependencies in expert assessments (competence, meaningful orientation of judgments, and perception of the linguistic rating scale). The identified types of variables make it possible to explain the existing measure of subjectivity that affects the collective conclusion of experts. A comprehensive methodology for quantitative evaluation of the EP quality under conditions of uncertainty based on the relative importance of the relevant criteria and subcriteria, as well as the levels of expert competence using the apparatus of fuzzy mathematics, is proposed. A basic model for the formation of a collegial expert opinion on the EP quality has been developed using the example of a system of quality criteria approved by the Ukrainian QAA. Variations in the expert values of the weight coefficients and parameters of fuzzy numbers in the context of the linguistic rating scale (“A – B – E – F”) made it possible to use the means of a computational experiment. The application of this model will allow managers to positively influence the existing ambiguity of the assessment method, which requires being guided by standard criteria and at the same time determining the EP innovativeness. In general, the application of the proposed evaluation tools on the quality of EP allows experts and managers to make decisions at a higher level of academic and managerial culture.

Conceptual approaches to the formation of gender sensitivity of the project and program management system are analyzed according to global gender equality principles in business (Gender Equality Principles, GEP). The organizational and structural specificity of integrating gender components was identified and their relational impact on the level of organizational maturity of project management of companies was highlighted. The conceptual model of integrating gender components in the architecture of the organizational capacity of companies was offered in the context of the mission, strategic planning; structure and management style; adaptability; partnership and cooperation; role in the sector; provision of services; financial viability and resource mobilization. Gender maturity assessment model was developed on the platform of the project management maturity model (PMMM). The need to use gender mainstreaming technology to improve organizational maturity, including at the level of “benchmarking” is emphasized. The gender maturity assessment model of organizational processes was developed as a result of integration of two dimensions: organizational capacity (seven system blocks) and gender sensitivity (five principles) of companies. It is noted that the responsibility for centralized coordination of integration of gender mainstreaming in the project and program management is assigned to Gender-responsible Project Management Office (G-PMO). Cognitive causal model of gender maturity of the project and program management system was proposed based on the principles of gender equality and maturity model of project management. The stages of gender maturity of the project management system were outlined: (“knowledge of gender terminology”, “mastering specific techniques and tools by the project team”, “gender mainstreaming technologies integration into a single project and program management system”, “gender mainstreaming technologies benchmarking”, “achieving more gender-sensitive values of projects and programs”. The proposed assessment tool can be used to measure the gender maturity of both a separate unit, and the organization as a whole.

The object of this study is the management processes of «sustainable construction». Sustainability is considered through the application of management processes that, in addition to the traditional tasks for construction projects, also outline the tasks of a wider context. Strategies and production practices of «sustainable construction» involve taking into account environmental, social and economic factors that affect a wide range of stakeholders and the overall condition of the built space. In this regard, the issue of applying management processes in the construction industry that ensure proper organizational and technological sustainability of projects is also being updated. This article aims to fill the existing information and methodological gap in the processes of assessing the sustainability of construction project management processes. A correlation method was applied to determine the interdependencies of the characteristics of the use of tools and methods in the processes of managing construction projects with the values of sustainable development 5Р (Product, Proses, People, Planet, and Prosperity). Highlighting the characteristics of permanence in project management processes helps to explain the difference in approaches for ensuring the internal sustainability of the construction object and the sustainable management of a construction project. A comprehensive methodology for quantitative assessment of sustainable construction project management in the initiation and planning processes under conditions of uncertainty is proposed. The relative importance of construction project management processes and subcategories of sustainable development of the construction site is taken into account. Basic mathematical models of sustainability assessment have been developed: balanced in all areas of knowledge of construction project management for each process, balanced across all construction project management processes at the «Initiation» and «Planning» phases for each category of sustainable development, and integral assessment of sustainability of construction project management processes.

The article aims to outline the role of e-democracy within the setting of the Eastern Partnership program. The article provides the comparative review of E-Government progress in sixEaP countries in 2009–2016. The E-Government sensitive data of international ratings is analyzed with the special focus on participative aspects. The existing differences of E-Government strategies between the Eastern Partnerships countries are analyzed with the special focus on e-participate. The eparticipate differences in the development of the countries are pointed out in terms of e-democracy development. The cognitive model of integrating e-democracy components into the socio-technical system of e-government is proposed.