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Kao faktore podsticaja za trans-
formisanje javnog sektora naveo je opti-
mizovanje troskova, cunami informacija,
meudrzavnu saradnju, IT i brze poslovne
cikluse, a kao ilustraciju promene projektnih
zahteva naveo je korisenje istorijskih poda-
taka prikupljenih senzorima i kamerama u
okviru projekta za postavljanje kamera koje
omoguavaju predvianje stanja saobraaja
u Berlinu i softver kao servis za ,,kompjuter-
ski oblak" britanske vlade.
,,Karakteristike danasnjih projekata su
jasna vizija, trazi se sto brza primena, slozeni
su i multidisciplinarni a znaju da se preliva-
ju preko drzavnih granica, sto sve zajedno
zahteva kreativnost i inovativnost. Zaposle-
ni stoga moraju biti kompetentni, a poslovni
modeli inovativni, vreme, novac i kvalitet su
jasno definisani a metodologija fleksibilna."
Navodei kljucne faktore koji e uti-
cati na upravljanje projektima u budunosti
istakao je, izmeu ostalog, ekonomsku
tendenciju smanjivanja radnog prostora,
tehnolosku tendenciju rada bez vremenskih
i prostornih ogranicenja i drustvene ten-
dencije jacanja preduzetnistva i umea ko-
munikacije. U tehnoloskom smislu teziste
saradnje se premesta na drustvene mreze a
zahtevi ekonomicnosti traze primenu adap-
tivnih i agilnih metoda.
Tradicionalne metode primenjive
na sve projekte treba zameniti metodama
prilagoenim potrebama projekata, fokus
treba pomeriti sa planiranja i kontrole na re-
zultate i kompetenciju.
Rukovodilac projekta koji je tradicio-
nalno bio najvisi u hijerahiji i postavljao kao
lice odgovorno za planiranje i kontrolu, treba
da ima ulogu nekog ko olaksava izvoenje i
komunikaciju. Radna mesta i radno vreme
ne treba da budu fiksni ve i fleksibilni, a
informaciono zagusivanje smanjeno. Stoga
je porucio da zapocnemo definisanje svojih
buduih faktora podsticanja i omiljenog
nacina rada na projektima. Atos je ve us-
postavio agilnu organizaciju rada na projek-
tima, istakao je na kraju.
M.V.
of public sector, he mentioned optimization
of costs, tsunami of information, interstate
cooperation, IT and quick business cycles,
and as the illustration of the change of
project demands, he listed use of history data
acquired by sensors and video cameras within
the project of setting up video cameras which
can predict traffic conditions in Berlin and
software as a service for the computer cloud
for British Government.
"Characteristics of today's projects are
a clear vision, quick application is required,
they are complex and multidisciplinary, and
they can go over the state borders, which all
require creativity and innovations. Employees
thus have to be competent, and business
models need to be innovative, funding and
quality are clearly defined and methodology
is flexible."
Naming the key factors which will affect
future project management, among others, he
highlighted the economy trend of work space
reduction, technology trend of work without
working hours and space limitations and
social trends of entrepreneurship promotion
and communication skills. In the technological
sense, the focus of cooperation is moved to
social networks and demands for efficiency
requires application of adaptive and agile
methods.
Traditional methods applicable to all
projects should be replaced with methods
adapted to the project requirements, the
focus should be moved from planning and
control to results and competences. A project
managed who has been at the top position
and who has been a person responsible for
planning and control should have the role
of somebody who makes the realization and
communication easier. Jobs and working
hours do not have to be fixed but flexible, and
information clogging should be reduced. That
is why he recommended to start defining our
future stimulating factors and desirable way
of working on projects. Atos has already set up
agile organization of project management, he
underlined at the end.
M.V.