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- ItemCharacteristic features of project management in small and medium-sized enterprises(Technická Univerzita v Liberci, 2016-03-09) Kozlowski, Remigiusz; Matejun, Marek; Ekonomická fakultaThe trend of specificity in studies on small and medium-sized enterprises management focuses on the search for characteristic qualitative and quantitative features distinguishing these entities from others, particularly from large enterprises. Research conducted within this trend may concern the general characteristics of small and medium-sized companies, as well as their functional characteristics connected with particular areas of management. One such area of growing importance for today’s organizations is project management. This approach plays an important role in a dynamic, complex and uncertain environment, providing a response to accelerated competition, increased economic pressures, and rapid technological change. Use the project management by small and medium-sized enterprises enables cost reduction and facilitates the introduction of new products and services to the market, primarily including innovative solutions in response to individual and changing client requirements. However, project management should be implemented with consideration for the individual needs and possibilities of specific business entities, including SMEs. Taking this facts into consideration, the goal of the paper is to identify and evaluate select areas related to qualitative characteristics of project management in SMEs. The analysis refers to individual phases of a project life cycle, is of comparative nature, and is based on the results of studies conducted on a sample of 563 small and medium-sized enterprises and 334 large enterprises. The test of the difference between two population proportions was used to identify the areas of project management characteristic to SMEs statistically. Based on the study results, five research hypotheses have been verified concerning the basic goals, role of the owner, inter-organizational cooperation, and limited formalization in the process of project management in small and medium-sized enterprises.
- ItemInformation management tools for implementing an effective enterprise business continuity strategy(Technická Univerzita v Liberci, 2016-03-09) Podaras, Athanasios; Antlová, Klára; Motejlek, Jiří; Ekonomická fakultaThe current work aims to the development of the Business Continuity Testing Points method which can help both IT as well as business managers define an efficient business continuity strategy. The BCTP method stems from the UML Use Case Points theory which is a practically tested and accepted approach to SW complexity estimation. The Use Case Points methodology was selected as the theory behind the construction of the BCTP model, due to the fact that firstly, both theories share the requirement analysis task and secondly because complexity of information systems is strongly related to their recovery in cases of their unexpected failovers. In the Use Case Points theory IT analysts perform software requirement analysis by executing various business scenarios. The BCTP theory, on the other hand, is constructed to support the analysis of IT system recovery requirements, by executing multiple efficient recovery scenarios. The method is a new approach to the objective determination of the Recovery Time Effort of a business function in comparison to the Rational Time Objective and the Maximum Acceptable Outage, which are defined with regard to the Impact Value Level of the function. The most critical functions of the enterprise should be included in the Minimum Business Continuity Objective (MBCO) concept. MBCO refers to vital business functions without which the enterprise is not able to perform its basic operations. The Recovery Time Effort of a given business function is affected by multiple Technical, Environmental and Unexpected factors with precise weights and assessment values. Recovery exercises should be based on scenarios which include the unexpected factors that may delay the recovery process. The derived exercise results are proposed as drivers for the reassessment of the criticality of a business function.
- ItemBusiness intelligence as a key information and knowledge tool for strategic business performance management(Technická Univerzita v Liberci, 2016-03-09) Rajnoha, Rastislav; Štefko, Róbert; Merková, Martina; Dobrovič, Ján; Ekonomická fakultaThe indicators, methods and models applied in performance management in the past were largely based on financial indicators and financial management methods. Of course, we do not claim that financial indicators are not currently necessary or relevant, but as the business results showed, the management based only on the financial statements is no longer enough. The paper focuses on the presentation of selected research results related to strategic business performance management. With the currently presented issue, we enter an area of research which is not as clearly defined as it was in the case of a traditional financially oriented approach to measuring and managing corporate performance which prevailed in the past. The aim of the paper is to analyse and synthetize findings regarding the chosen, mainly not traditional methods and models, which have started to be used for strategic business performance management. The results of our empirical scientific study provide interesting and valuable findings that the overall performance of industrial enterprises in Slovakia is to be looked at comprehensively strategically and not just in financial terms. Why are some industrial enterprises more efficient than others? What methods and procedures are applied by more efficient companies? The answers to these questions can be found in our paper. We recommend industry enterprises to apply selected methods and models of strategic business performance management. The key tool in increasing the overall performance of the enterprise in the selected Slovak industries seems to be employing a system of strategic performance management, supported by a knowledge-based Business Intelligence Information System.
- ItemA grey multi-objective linear model to find critical path of a project by using time, cost, quality and risk parameters(Technická Univerzita v Liberci, 2016-03-09) Mahdiraji, Hannan Amoozad; Hajiagha, Seyed Hossein Razavi; Hashemi, Shide Sadat; Zavadskas, Edmundas Kazimieras; Ekonomická fakultaA project is a series of related activities which are organized to reach a defined goal or satisfy a certain need. Project management plays an important role in different fields of human life. The amount of resources spent on a project renders management of these resources a sensitive task. Determinant factors’ influencing the payoffs of a project mainly encompasses time, cost, quality and also the risk of each activity. Therefore, a critical path method is presented to find the longest path of a project completion time in order to draw managers’ attention to the critical activities. Critical path method is a well-known and widely accepted method to find the critical activities of a project and to concentrate on them for accomplishment of the project without any deviation. Classical critical path methods usually consider only a time factor, but growing complexity and importance of projects entail cost, quality and risk as the critical factors to be considered in project management. Due to the unavailability of certain information relating each factor of each activity, considering a novel approach to deal with such vague and unstable situations is really a controversial issue. Thus, another challenge of the project management contains uncertainty for approximating time, cost, quality, and risk factors of the project activities. Taking into account these two challenges, a grey multi-objective critical path model is proposed in this paper, where parameters of the activities are evaluated as grey numbers, dealing with their uncertainty. Meanwhile, a goal programming based method is illustrated to solve the problem of critical path identification, considering four considerable criteria including time, cost, quality, and risk. Eventually, a numerical example is represented to address applicability of the proposed method.
- ItemNet promoter score integration into the enterprise performance measurement and management system – a way to performance methods development(Technická Univerzita v Liberci, 2016-03-09) Faltejsková, Olga; Dvořáková, Lilia; Hotovcová, Barbora; Ekonomická fakultaIn the current global environment the enterprise performance can be defined the best as the success on the market, the ability to succeed in the competition and to find the possibility for further growth in the constantly changing, unstable environment. In the view of these conditions performance has to be seen as a multicriterial quantity. The takings growth becomes its significant factor conditioned by the satisfaction of the customer who is bound to the product and the producer in the long-term. It creates the customer’s loyalty as the basis of the enterprise prosperity. In the customer-oriented market conditions marketing is becoming an important part of management in the new holistic concept. The approximation of marketing principles with the enterprise financial management brings new possibilities in enterprise performance measurement. The customer satisfaction measurement and its integration into the performance-oriented systems of business management currently gets among the main points of interest. The paper presents the research results in the area of Net Promoter Score (NPS) integration into the enterprise performance measurement and management with the target to develop performance measurement and management methods in the paradigm of the 21st century. Critical analysis and customer satisfaction and loyalty measurement and management evaluation was performed based on the immediate customer experience principles in the context of modern methods of enterprise performance measurement and management. The results of the performed empiric research proved and demonstrated the expediency of NPS use for customers‘ satisfaction measurement in the brewing industry area and on the beer market in the Czech Republic, including the confirmation of suitability and significance of NPS integration into the financial performance measurement system based on the economic value added method.
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