Business Management

Natalia F. Altukhova, Elena V. Vasileva, Vitaliy Yemelyanov
HOW TO ADD VALUE TO BUSINESS BY EMPLOYING DIGITAL TECHNOLOGIES AND TRANSFORMING MANAGEMENT APPROACHES
JEL: M15, L86.

Keywords: project management, IT, design thinking, IT education, digital transformation, business process.

Abstract: The aim of this study is to present the experience in the management of enterprises at different levels: from optimising business processes to introducing strategic business development. We have analysed the experience in creating digital metallurgy in Russia and present the experience in implementing a smart system for monitoring and diagnostics of line equipment at the Alchevsk metallurgical plant. The article reviews major issues related to the introduction of artificial intelligence systems so as to exercise automated control over production processes. These issues refer to the deterioration and depreciation of production assets which is caused by the reallocation of funds for the modernisation of production and the unpreparedness of staff for the introduction of new systems. Digital technologies provide new opportunities for managing corporate resources and initiating profitable activities. The article also reviews applying Design Thinking techniques and tools to the training and education of specialists for the digital economy. Entrepreneurial skills, out-of-the-box thinking, the ability to work in teams and to make decisions are essential competencies which must be acquired by students during their academic training so that businesses could be prepared for their digital transformation.
Rosen Ivanov Kirilov
SOFTWARE SOLUTIONS FOR MANAGING PROJECTS CO-FINANCED UNDER THE EUROPEAN UNION’S OPERATIONAL PROGRAMMES
JEL: C8, L86.

Keywords: information technologies, project management software, comparative analysis

Abstract: This article is dedicated to the problems of software solutions used for managing projects. A task like this one is full of many challenges because, on one hand, on the market there are many versions of software platforms developed for managing projects. On the other hand, the projects co-financed by the Operational Programmes of the European Union are very specific. These peculiarities are related mainly to the complexity of the documentation combined with the need of serious financial planning of the interim and final reports. Adhering to task schedules is a key moment in planning and returning of funds. The development of the research topic includes a description and an analysis of software solutions that are often used for managing projects. The article also provides a comparative analysis of project management software features based on a defined number of criteria and indicators. The findings of this analysis permit the formulation of recommendations for the development of new systems, which will allow users to manage the funds received under EU projects adequately, and according to schedules.

Business Management

Links

Contacts

Editorial board