55
for program management, extended database with historical data and convenient access to
project information for authorized stakeholders.
After two years of gathering experience from the first implementation, the second phase
of system development was commenced. Its main goal is the removal of technical flaws of
the first version of the system and addition of advanced features. The platform requires
an update, as a loss of efficiency has been observed with growing number and volume of
projects located on the server. Future limitations in technical support have been also taken
into account. After enabling successful transfer of projects into the system, development
works aim toward advanced utilization of the possessed data. The system architecture allows
further extensions to be introduced gradually, resulting in different stage of completion of
current works. Documentation workflow and advanced portfolio management are expected
to be fully implemented in upcoming months, what will result in acceleration of planning
processes. Significantly more time is required to introduce predictive data analysis or risk
and resource management. On the other hand, much bigger impact on projects’ efficiency is
expected from these functionalities. Current long term budget plans require higher accuracy
to ensure optimal use of financial resources. Fully manageable and controlled investment
process supported by data analysis of historical data can significantly contribute to success
of local and strategic investments in KGHM.
REFERENCES
Crawford, J.K. 2010. The enterprise PMO as strategy execution office. Paper presented at PMI
® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management
Institute.
Hornby, R. 2000. Building effective enterprise project management (EPM). Paper presented at Project
Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project
Management Institute.
Müller, R. & Turner, R. 2007. The Influence of Project Managers on Project Success Criteria and
Project Success by Type of Project. European Management Journal 25(4):307.
for program management, extended database with historical data and convenient access to
project information for authorized stakeholders.
After two years of gathering experience from the first implementation, the second phase
of system development was commenced. Its main goal is the removal of technical flaws of
the first version of the system and addition of advanced features. The platform requires
an update, as a loss of efficiency has been observed with growing number and volume of
projects located on the server. Future limitations in technical support have been also taken
into account. After enabling successful transfer of projects into the system, development
works aim toward advanced utilization of the possessed data. The system architecture allows
further extensions to be introduced gradually, resulting in different stage of completion of
current works. Documentation workflow and advanced portfolio management are expected
to be fully implemented in upcoming months, what will result in acceleration of planning
processes. Significantly more time is required to introduce predictive data analysis or risk
and resource management. On the other hand, much bigger impact on projects’ efficiency is
expected from these functionalities. Current long term budget plans require higher accuracy
to ensure optimal use of financial resources. Fully manageable and controlled investment
process supported by data analysis of historical data can significantly contribute to success
of local and strategic investments in KGHM.
REFERENCES
Crawford, J.K. 2010. The enterprise PMO as strategy execution office. Paper presented at PMI
® Global Congress 2010—North America, Washington, DC. Newtown Square, PA: Project Management
Institute.
Hornby, R. 2000. Building effective enterprise project management (EPM). Paper presented at Project
Management Institute Annual Seminars & Symposium, Houston, TX. Newtown Square, PA: Project
Management Institute.
Müller, R. & Turner, R. 2007. The Influence of Project Managers on Project Success Criteria and
Project Success by Type of Project. European Management Journal 25(4):307.