=Paper=
{{Paper
|id=Vol-2856/paper13
|storemode=property
|title=Proactive Establishment for the Territorial Development Project Strategy of Project-Oriented Organizations
|pdfUrl=https://ceur-ws.org/Vol-2856/paper13.pdf
|volume=Vol-2856
|authors=Alexander Timinsky,Illia Marushchak
}}
==Proactive Establishment for the Territorial Development Project Strategy of Project-Oriented Organizations==
https://ceur-ws.org/Vol-2856/paper13.pdf
Proactive Establishment for the Territorial Development Project
Strategy of Project-Oriented Organizations
Timinsky Alexander Marushchak Illia
Ph.D., Associated professor Ph.D. student
T.Shevchenko National University of Kyiv University «KROK»
Ukraine, Kyiv Ukraine, Kyiv
timin@ukr.net ilya.old@meta.ua
Relevance of the territorial development projects of project-oriented organizations is
emphasized. The scientific task of developing models and methods of managing such
projects, as well as the strategy of such projects, is set. Structure of the elements of the
proactive strategy of the territorial development project of project-oriented
organizations is defined. The directions of establishment of the proactive strategy of the
territorial development project are describes.
Keywords: project management, project oriented organization, territorial development
project, proactivity, proactive strategy
Introductory part. Modern conditions of the market environment put forward the requirements for the
project orientation of organizations. One of the main tasks of project-oriented organizations on the market is to expand
its presence, to distribute it to other regions. Therefore, the topics of creation and implementation of territorial
development projects are relevant. An important scientific task is to create models and methods for managing such
projects. A separate issue is the creation and development of a strategy for such projects.
The basic standards for project and program management [1, 2] provide only a general toolkit for building a
project management system. However, the specificity of territorial development projects requires its consideration in
models and methods of project management. As for the construction of the strategy, we should use the achievements
of the classics of strategic management [3, 4], as well as new research [5-7] in this direction. However, the relevant
assets should be adapted to the features of project management. Recently, there has been a tendency to use flexible
(agile) management approaches [8, 9], which should also be taken into account for the project under study.
At the same time, research on models and methods of management of territorial development projects is
underway [10-12], but they have not yet touched upon the development of the strategy of such projects.
Main part. The strategy for managing the territorial development project should be built, in particular, on
the use of the proactivity principle. That is, it should provide elements for predicting the future state of the internal
and external environment of the project.
The following structure of the elements of the proactive strategy of the territorial development project of
project-oriented organizations is proposed:
- Models of proactivity;
- Form of the strategy (openly aggressive, latent aggressive, conformist, flexible, combined, other)
- directions of strategy development;
- Project team strategy.
In addition, the proactive strategy of the territorial development project should be based on the strategy of
project-oriented organization, which implementing the project. And this strategy itself should be based of the mission
and strategic goals of the project oriented organization. The results of the implementation of the proactive strategy
should be the success of the territorial development project. Grounds, elements and results of the proactive strategy
of management of the territorial development project are presented in Figure 1.
Copyright © 2019 for this paper by its authors. Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
Fig. 1. Grounds, elements and results of the proactive strategy of territorial development project management
We separately describe the directions of establishment of the proactive strategy of the territorial development
project.
1) Virtualization of the project management system.
Project management teams are increasingly working in a virtual environment. This is especially true for
distributed or international teams. Work in the virtual environment may also be recommended for territorial
development projects of project-oriented organizations, since such projects require the presence of team members in
all territories (locations) where the branches of the organization are opened within the project. Consequently, it is
expedient to conduct meetings not in the central office in person, but in the virtual environment, when the team
members are in their locations and the meeting takes place on the Internet. However, such interaction of the project
team requires the use of special IT communication tools. The strategic dimension should be related to the configuration
of the communication environment of the project team, the part and role of the virtual component in the
communications system of project.
2) Use of trendy IT tools in the project.
A team of territorial development project management should use at least an IT tool for communicating in a
project (for interaction in a virtual environment). In addition, it is advisable to use the planning and monitoring tools
of the project (calendar-network planning). However, the modern trend is the use of flexible project management
methodologies (agile). And such methodologies include the use of specific project planning and monitoring tools:
scram or kanban boards, implemented in corresponding programs, a diagram of combustion of tasks, and others. The
strategic choice should relate to the type of IT tools that will be used in the project (classical, agile) and their
configurations. Another trend solution, which may be an alternative to the project for the proactive development of
the strategy - cloud services (alternatives - desktop solutions and server solutions).
3) Territorial distribution of the branch network.
Improvement of the strategy of the territorial development project should include the principle of selecting the
territories for the location of the organization's branches, which will be created in the project. This principle, in turn,
must have a mechanism for its change. If during the project implementation there will be radical changes in the
environment, the project management system should be able to change the principle of the territorial location of the
branch network. The strategic decision to be elected or changed may include the number of such branches, the scale
of each of them, the characteristics of the territory in which the branch should open, and so on.
4) Select a location in specific areas.
After defining the list of territories in which the branches are located, in the territorial development project,
specific locations should be determined for the location of each branch within the designated territories. The project
team must have the parameters for choosing such locations (for example, transport nodes, the reach of a large
supermarket, etc.). The strategic decision should envisage the selection of a list of such parameters and the principles
of its change.
5) Marketing tools.
Territorial development projects are implemented to ensure the presence of the company in the territorial
market. However, the success of such a presence is provided by marketing. Therefore, a marketing company that
creates and enhances the image of the organization should be a part of the territorial development project. The
proactive development of the strategy of the territorial development project should provide for the initial state of all
components of marketing and the principles of their change during the project implementation. The main components
of marketing are: the outlined segment of the target audience, marketing channels, brand and its positioning, corporate
style and its linking to the territorial specifics, marketing tools, marketing organization (by themselves, outsourcing,
a combined method, when part of the functions are transferred to outsourcing) etc.
Conclusions. Territorial development projects of project-oriented organizations to ensure the success of
implementation must build and develop a strategy. Such a strategy should be based on the organization's strategies
and be proactive in nature. In this publication, elements of the proactive strategy of territorial development projects
of project-oriented organizations were identified. Particular attention is paid to the directions of development of the
strategy of the territorial development project. The use of such tools in the practice of managing the relevant projects
will ensure the flexibility of the management system, compliance with project design constraints and improved
feedback from the stakeholders of the territorial development project.
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