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This study addresses the "projectification of society" and its alignment with the VUCA framework (Volatility, Uncertainty, Complexity, Ambiguity). Four widely used international project management standards—PMI, IPMA, PRINCE2, and PM2—are evaluated for their suitability in the VUCA environment. The research employs a multicriteria approach, specifically the Weighted Sum Approach method, considering factors like volatility, uncertainty, complexity, and ambiguity. The selected standards are scrutinized based on their adaptability to VUCA challenges, with a focus on PMBOK, IPMA, PRINCE2, and PM2. The seventh edition of the PMBOK has been evaluated on the first position. The study emphasizes the crucial role of selecting an appropriate project management standard for success in navigating the dynamic VUCA world. The results confirmed this and brought a number of recommendations for managing projects in a VUCA environment.

This study addresses the "projectification of society" and its alignment with the VUCA framework (Volatility, Uncertainty, Complexity, Ambiguity). Four widely used international project management standards—PMI, IPMA, PRINCE2, and PM2—are evaluated for their suitability in the VUCA environment. The research employs a multicriteria approach, specifically the Weighted Sum Approach method, considering factors like volatility, uncertainty, complexity, and ambiguity. The selected standards are scrutinized based on their adaptability to VUCA challenges, with a focus on PMBOK, IPMA, PRINCE2, and PM2. The seventh edition of the PMBOK has been evaluated on the first position. The study emphasizes the crucial role of selecting an appropriate project management standard for success in navigating the dynamic VUCA world. The results confirmed this and brought a number of recommendations for managing projects in a VUCA environment.

This study addresses the "projectification of society" and its alignment with the VUCA framework (Volatility, Uncertainty, Complexity, Ambiguity). Four widely used international project management standards—PMI, IPMA, PRINCE2, and PM2—are evaluated for their suitability in the VUCA environment. The research employs a multicriteria approach, specifically the Weighted Sum Approach method, considering factors like volatility, uncertainty, complexity, and ambiguity. The selected standards are scrutinized based on their adaptability to VUCA challenges, with a focus on PMBOK, IPMA, PRINCE2, and PM2. The seventh edition of the PMBOK has been evaluated on the first position. The study emphasizes the crucial role of selecting an appropriate project management standard for success in navigating the dynamic VUCA world. The results confirmed this and brought a number of recommendations for managing projects in a VUCA environment.

Support from European structural and investment funds has a large impact and significantly contributes to the reduction of differences between regions within the European Union. In the case of the Czech Republic the European Union helped from 2004 to 2021 to development of the country with amount of 1,700 billion CZK. This support is mainly offered in the form of subsidies by which individual projects have been supported. 164,537 projects have been implemented in the period from 2004 to the end of the year 2021. In such case of large number of projects financed from public resources is appropriate to manage them effectively and finished successfully. International standards of project management recommend the useful methods, tools and procedures leading to higher efficiency and success. The main goal of the article is to evaluate the knowledge and usage of project management international standards in the organizations implementing the projects financed or co-financed from European structural and investment funds. 171 respondents mainly project managers of this type of projects answer in questionnaire survey. They hardly know international project management standards, and if they do know them, they hardly use them in practice, with the exception of the PRINCE2 methodology, in which they have some certified employees.

Support from European structural and investment funds has a large impact and significantly contributes to the reduction of differences between regions within the European Union. In the case of the Czech Republic the European Union helped from 2004 to 2021 to development of the country with amount of 1,700 billion CZK. This support is mainly offered in the form of subsidies by which individual projects have been supported. 164,537 projects have been implemented in the period from 2004 to the end of the year 2021. In such case of large number of projects financed from public resources is appropriate to manage them effectively and finished successfully. International standards of project management recommend the useful methods, tools and procedures leading to higher efficiency and success. The main goal of the article is to evaluate the knowledge and usage of project management international standards in the organizations implementing the projects financed or co-financed from European structural and investment funds. 171 respondents mainly project managers of this type of projects answer in questionnaire survey. They hardly know international project management standards, and if they do know them, they hardly use them in practice, with the exception of the PRINCE2 methodology, in which they have some certified employees.

Support from European structural and investment funds has a large impact and significantly contributes to the reduction of differences between regions within the European Union. In the case of the Czech Republic the European Union helped from 2004 to 2021 to development of the country with amount of 1,700 billion CZK. This support is mainly offered in the form of subsidies by which individual projects have been supported. 164,537 projects have been implemented in the period from 2004 to the end of the year 2021. In such case of large number of projects financed from public resources is appropriate to manage them effectively and finished successfully. International standards of project management recommend the useful methods, tools and procedures leading to higher efficiency and success. The main goal of the article is to evaluate the knowledge and usage of project management international standards in the organizations implementing the projects financed or co-financed from European structural and investment funds. 171 respondents mainly project managers of this type of projects answer in questionnaire survey. They hardly know international project management standards, and if they do know them, they hardly use them in practice, with the exception of the PRINCE2 methodology, in which they have some certified employees.