Multi-project management in companies’ development (an example of shipping companies)


Professor Inna O. Lapkina, Doctor of Economics,

Yuliya Prykhno 

Odessa National Maritime University,

Odessa, Ukraine


The necessity of multi-project management of shipping companies’ development is grounded. A lot scientists such us V. N. Burkov, V. I. Voropajev, M. L. Razu, I. I. Mazur, V. I. Nikolaev, D. A. Novikov, L. S. Tovb, G. L. Tsipes, R. Archibald , V. D. Shapiro, R. Turner, and others devoted their works to the problem of creating a methodology for management and development of organizations through projects. Most of the studies are devoted to the development of scientific-theoretical and scientific-practical basis of the methodology of project management in the enterprise’s development.

On the basis of these studies and according to the scale (in order of increasing it) and degree of interdependence, the theory of project management reveals the following classes of targeted changes:

  • work (operations)
  • work packages (set of operations)
  • projects
  • multi-project:
    • ‘Projects that consist of several technologically independent projects with common resources (financial and material)’ [8]
    • ‘Containing a number of projects with a common resource base or characteristics’ [9])
  • program:
    • ‘Complex of operations correlated technologically, organizationally and by resources, and provides for achievement of the assigned objectives’ [10]
    • ‘Group of projects managed in an interconnected form for producing results that are unachievable under their separate execution’ [11]
  • portfolios:
    • ‘Set of projects that can be independent technologically implemented by the organization in terms of resource constraints and ensuring achievement of the strategic objectives’ [11]
    • ‘Complex of programs and projects that supports and provides the strategic objectives’ [12]

Due to the fact that success of the company’s strategy depends on the choice of the class, type and size of the project, the theory of project management allocates a separate category ‘multi-project’, which allows companies to conduct their activities in a number of directions and to invest in several projects in parallel. 


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About the Authors

pmwj31-Feb2015-Lapkina-LAPKINAProf. Inna O. Lapinaflag-ukraine

Odessa National Maritime University

Odessa, Ukraine

Inna O. Lapkina is Doctor of Economics, Professor, Head of ‘System Analysis and Logistics’ department at the Odessa National Maritime University in Odessa, Ukraine. She is a certified project management professional (PMP®) by the Project Management Institute (PMI®), based in the United States. Prof Lapkina is the author of more than 70 scientific and methodological publications, which are devoted to the development of methods of efficient management in transport systems. 

pmwj31-Feb2015-Lapkina-PRYKHNOYuliya Prykhnoflag-ukraine

Odessa National Maritime University

Odessa, Ukraine

Yuliya Prykhno is an assistant in ‘System Analysis and Logistics’ department at the Odessa National Maritime University in Odessa, Ukraine. Yuliya achieved Project Management Professional (P2M) certification in 2013. Field of research is project and program management. She can be contacted at [email protected]