Application of the homeostastic approach to the formation of the portfolio of regional development projects

Authors

DOI:

https://doi.org/10.15587/2312-8372.2017.104124

Keywords:

project management, project portfolio management, homeostatic approach, regional development projects

Abstract

The transition to the knowledge economy requires a change in approach to the management of the development of both: individual regions and entire countries. The definition of competitiveness has become one of the key definitions in the formation of the regional development strategy. For manage the development of the region is recommended to use a project-based approach. At this, the important processes are the processes of formation of a portfolio of projects and determination of their priorities.

The peculiarity of regional development projects is that they are aimed at satisfying a large number of different stakeholder groups. Each stakeholder group has its own view of the results of development projects. Providing homeostasis between the stakeholders of regional development projects is a hard job. Because projects demand are formed based on quality indicators. Constantly changing list of quantitative indicators is used to describe the quality indicators. In addition, the indicators themselves change their planned value and their importance in the framework of a quality indicator.

Considering limited budget of regional development it is necessary to form a portfolio of projects that will ensure maximum stakeholder requirements. In this regard, the tools of formation and prioritize of regional development projects are proposed to build on the basis of a homeostatic approach. This approach allows to build a complex management system aimed at the survival of the object of manage in an aggressive environment. Realizing the selected projects on the proposed approach, the regional authorities will be able to improve the competitiveness of the region significantly.

Author Biographies

Ivan Oberemok, Kyiv National University of Construction and Architecture, 31, Povitroflotsky ave., Kyiv-037, Ukraine, 03680

PhD, Associate Professor

Department of Project Management

Nataliia Oberemok, Taras Shevchenko National University of Kyiv, 90, Vasylkivska str., Kyiv, Ukraine, 03022

PhD, Associate Professor

Department of Geoinformatics

References

  1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Ed. 5. (2013). Project Management Institute, 590.
  2. Kerzner, H. (2009). Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Ed. 10. USA, New Jersey: Wiley, 1120.
  3. P2M «Program & Project Management for Enterprise Innovation». (2016). Project Management Association of Japan. Available: http://www.pmaj.or.jp/ENG/p2m/p2m_guide/p2m_guide.html
  4. The Standard for Portfolio Management. Ed. 3. (2013). Project Management Institute, 189.
  5. The Standard for Program Management. Ed. 3. (2013). Project Management Institute, 176.
  6. ICB: IPMA Competence Baseline Version 3.0. (2006). IPMA, Netherlands, 200.
  7. ISO 21500:2012. Guidance on project management. (2012). Project Committee ISO/PC 236, 36.
  8. Champy, J. (2002). X-Engineering the Corporation: Reinventing Your Business in the Digital Age (Hardcover). New York: Warner Business Books, 232.
  9. Gorsky, Y., Stepanov, A., Teslinov, A. (2008). Homeostatics harmony in the game of contradictions. Irkutsk: Reporter A1, 634.
  10. Zhilyayeva, N. M. (2011). The mechanism of increasing the region's competitiveness in a globalizing. Sustainability Ukraine, 4, 124–129.
  11. Kaplan, R. S., Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 336.
  12. In: Niven, P. R. (2012). Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies. John Wiley & Sons, Inc., 366. doi:10.1002/9781119197287
  13. Oberemok, I. (2014). Homeostatic approach to project management. Management of Development of Complex Systems, 19, 50–53.
  14. Oberemok, I., Oberemok, N. (2014). Gomestaz approaches to the management of the corporate project management system. Bulletin of the Lviv State University of Life Safety, 10, 106–111.
  15. Oberemok, I., Oberemok, N. (2017). Development of mathematical model of decision making based on analysis of values of stakeholders. Technology Audit and Production Reserves, 1(2(33)), 13–18. doi:10.15587/2312-8372.2017.93461
  16. Dorosh, M. S., Itchenko, D. M. (2012). Evaluation of life cycle regional projects and programs. Management of Complex Systems, 12, 55–59.

Published

2017-06-30

How to Cite

Oberemok, I., & Oberemok, N. (2017). Application of the homeostastic approach to the formation of the portfolio of regional development projects. Technology Audit and Production Reserves, 3(2(35), 13–19. https://doi.org/10.15587/2312-8372.2017.104124

Issue

Section

Information Technologies: Original Research