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

The safe city: developing of GIS tools for gender-oriented monitoring (on the example of Kharkiv city, 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 theoretical and practical models of project management offices and the basic principles of creating a Gender-Oriented Project Management Office (РМО_G) are analyzed. Attention is drawn to the peculiarities of gender logical project management systems. Approaches and methods for assessing the maturity of the project office are defined. The gender component is extrapolated to the contextual parameters of the project management knowledge areas. The model of estimation of РМО_G maturity in the context of the development of gender-oriented project management is developed. It is noted that the level of gender responsibility of РМО_G can range from advisory support to the continuous improvement of gender-sensitive project management. A mathematical description is proposed for estimating the level of РМО_G maturity. Eight levels of РМО_G maturity are outlined: “definition of goals and objectives of the РМО_G”; “organization of РМО_G”; “development of methods for effective gender-oriented project management”; “development of the organization gender competence”; “recognition of РМО_G effectiveness”; “РМО_G – center for gender-based project management”; “creation of additional, inclusive, gender project values”; “center for the development of gender-oriented project management”. The global criterion range as a maturity indicator of РМО_G is calculated for each level.The proposed evaluation tool can be used by the РМО_G directorates and top management of gender-responsible organizations to self-assess the progress in the development of gender-based project management, as well as to select the actions needed to move to a higher level of maturity