EVALUATION OF PROJECT MANAGEMENT IN ENERGY INDUSTRY ENTERPRISES
Abstract
It is argued that the complex application of economic and mathematical models – from linear programming and network planning to multi-criteria optimization and dynamic modeling – significantly expands the possibilities of quantitative assessment of project management efficiency. It is established that the higher the degree of uncertainty and criticality of resources, the greater the role of system-dynamic approaches and expert tools, and in a relatively stable environment the classic arsenal of network planning and linear programming may be useful. It is argued that for energy industry enterprises such a multifaceted methodological toolkit allows them to delve deeper into the essence of risks and determine the optimal options for project implementation, taking into account economic, technological and environmental constraints. It is noted that enterprises that consistently implement maturity models receive a kind of «road map», which allows them to gradually improve processes from routine operations to strategic portfolio management. It is proven that the formation of a high level of maturity according to the Capability Maturity Model Integration (hereinafter referred to as CMMI) or Organizational Project Management Maturity Model (hereinafter referred to as OPM3) models in energy industry enterprises means the systematic implementation of project management with clearly documented processes, an extensive control system and strategic mechanisms for integrating all project initiatives into a common portfolio. It is indicated that these models cannot be applied in any industry, without taking into account the specifics of a particular industry, due to different project deadlines, levels of safety requirements and regulatory oversight. It is argued that project management of energy industry enterprises when using the CMMI and OPM3 models requires the development of additional blocks and the creation of specialized indicators for the analysis of accident rates or environmental impacts. It is summarized that only in this way can maturity models go beyond formal certification and become an effective tool for the development of project management in energy.
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