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Available studies on project contingency planning predominantly focus on contingency reserves that account for known unknowns, neglecting considerable uncertainty associated with unknown unknowns. This study aimed to develop a decision-making model for forecasting and monitoring management reserve to mitigate the negative impact of unknown unknowns. To achieve this, it drew on observations from the resilience curves of a reference class of similar projects, which had already experienced disruptions, to uncover the likely disruption and recovery behaviour of the project. As part of the validation analysis, the results obtained from the proposed model were compared with the results yielded by a conventional method of estimating management reserve. The validation results revealed that the proposed model offers a better understanding of unknown unknowns by modelling the nonlinear performance of the project in the face of such events. This study is the first to develop an empirically based analytical model, enhancing the reliability of forecasting and monitoring management reserve in projects. Decision-makers and managers can use the proposed model as a unifying basis for decision-making in the context of unknown unknowns across project phases. [ABSTRACT FROM AUTHOR]

Organisational justice is an established construct in the context of permanent organisations and relates to perceptions of fairness in the working environment. Justice judgements are context specific and whilst prior research has shown the positive impact of fair treatment on organisations and employees, less is known about organisational justice in projects and the impacts of fair or unfair treatment of project team members. This paper sets out to explore these shortfalls through a qualitative multi-method study. Combining the diaries of ten project team members, with pre- and post-diary interviews, the paper presents dimensions (distributive, procedural and interactional) of organisational justice experienced in the project context, factors influencing project team members justice judgements (sources, timing, delegation, and reflection) and the impact of in-/justice on individuals (ways of working, health and wellbeing, relationships, feelings), projects (project delivery) and organisations (reputation, effectiveness of processes). Policy and practice recommendations are made. [ABSTRACT FROM AUTHOR]

The construction industry plays a crucial role in India's fiscal targets amid a growing emphasis on infrastructure development. Despite extensive project management knowledge, persistent delays afflict 33% of projects, averaging a 47-month setback as of August 2021. This study seeks to pinpoint Critical Delay Factors (CDFs) in contemporary construction projects, drawing from 59 attributes identified through literature and expert input. A questionnaire survey gauged expert opinions on the impact of these attributes. Factor analysis unveiled underlying constructs, revealing seven CDFs, and the Relative Importance Index (RII) ranked factors by significance. Across professional roles and regional distinctions, ANOVA demonstrated consistent CDF evaluations. These findings are anticipated to guide project stakeholders in prioritizing factors for effective delay management, promoting successful project outcomes. [ABSTRACT FROM AUTHOR]

The article presents a detailed perspective on project management in the automotive industry, with an emphasis on effective coordination of resources to meet quality and safety standards. During the work, the APQP (Advanced Product Quality Planning) method is presented and analyzed, an essential process in the automotive industry for quality planning and defect prevention, structured in stages of planning, design, development and validation. The V3P (Vehicle Performance Plan Process) framework created and adopted by the Renault company is explained as a project planning method based on milestones, intended to ensure the performance and efficiency of the final product, consistent with cost, quality and schedule objectives. The document also includes a case study related to the management of a nonconformity, exemplifying the use of the 8D problem-solving method to identify and correct root causes, thus preventing the recurrence of non-conformities in production. [ABSTRACT FROM AUTHOR]

Project management is an expensive management approach: transaction costs in project management are higher than in functional management. Accordingly, it is untenable to apply project management to objects that do not correspond to the nature of the project as an object of management. However, insofar as the normal human condition is that of limited cognitive abilities, and under the influence of fashion in management, situations in which the application of project management is sought, when it is not justified by the nature of the object of management, are not an exception. Understanding the distinctive nature of the project on the part of business actors, including international businesspeople, is a fundamental factor in effectively mastering the rich arsenal of tools in project management. The article seeks an answer to the question: what are the contemporary aspects of the nature of the project as an object of management? The aim is to achieve a systematic treatment of the project by identifying existing and deriving new understandings of its nature. Methodologically the article is based on the application of an integrative literature review and abductive reasoning. The theoretical foundations of the analysis are enriched with the author‘s thoughts and a critical review of the theory through an attempt to synthesize it holistically. The article presents and comments on established views on the contemporary nature of the project and on this basis brings out new perspectives – the project as an agency for integration and knowledge creation, the project as an agency for sustainable development, and the project as an agency for international business. The article concludes that the systematic treatment of the project is a precondition for its effective management. [ABSTRACT FROM AUTHOR]

Project management plays a critical role in boosting the success of organizations' projects. However, no matter how well a project is managed, changes are inevitable during its execution. It is crucial to evaluate the impact of these changes before implementing them to ensure they do not compromise the project's success. Existing techniques for assessing the effects of changes have several limitations--particularly in their failure to account for how changes might affect various aspects of project management, such as scope, cost, time, resources, communication, risk, procurement, or overall success. To overcome this limitation, this article introduces a new technique - the Project Change Canvas - that enables the systematic assessment of changes in information systems and technology projects by identifying and weighing their potential impacts across all relevant project management knowledge areas. [ABSTRACT FROM AUTHOR]

There is a large amount of research on both successful project management and the management of professional sports organisations, but the relationship between these two phenomena remains to be analysed. Therefore, the aim of this article is to identify the similarities between sports seasons and projects by examining the characteristics of these two domains, as well as to lay the foundations for defining the potential management practices that can improve the efficiency of seasons using tools and techniques derived from project management. The results will be obtained through a narrative literature review of relevant books and articles on projects and sports seasons. The outcome of this research will contribute to a better understanding of how sport organisations can streamline their operations, optimise performance and ensure successful sport seasons by potentially implementing a project management approach. [ABSTRACT FROM AUTHOR]

The objective of the research is to pinpoint issues in project management, as this is crucial for the development of a successful project. There is a need to expand the existing knowledge in project management, as it contributes to enhancing a company’s project management system. Additionally, the study presents effective remedies for project management challenges. Initially, we introduce the specific project, followed by an examination of the current state of production processes. In this context, we endeavour to propose solutions. The concluding section focuses on evaluating these solutions, summarizing the study, and achieving the study’s objective. These outcomes contribute to cost savings and ensure maximum customer satisfaction. [ABSTRACT FROM AUTHOR]

Kenya has seen a boom in road building during the last couple of years as a result of the government's significant investments in the construction industry to upgrade infrastructure, such as road networks. Road network construction is one of the key pillars of the country long term vision 2030. However, the performance of the road projects has experienced various challenges leaving some roads uncompleted, others poorly done after huge investment of public resources. This study sought to evaluate the influence of financial resources scheduling on the performance of road construction projects in Nairobi Metropolitan, Kenya. The research was based on resource dependence theory. A descriptive design as well as the cross-sectional survey was used. The population of interest for this study consisted of 39 road construction projects being implemented by Kenya Urban Roads Authority and Kenya National Highway Authority within the Nairobi metropolitan area. A semi structured questionnaire was utilized to collect primary data. The quantitative data was analyzed using descriptive and inferential statistics. The study results revealed projects resource scheduling had a positive and significant effect on project performance of road construction projects in Nairobi Metropolitan, Kenya. The study concludes that effective financial resource scheduling enables that organization to manage risk that may occur from changes in the project's outcome. Financial resource scheduling starts from developing the project budget which is a process for allocating administered and departmental funds necessary to build a financial foundation for producing stated project deliverables [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study was to assess the project management level of small and midsize enterprises cooperating with the Częstochowa University of Technology, considering the key factors determining the level of maturity. Design/methodology/approach: A quantitative method was applied using a survey questionnaire on the interankiety.pl platform. Project maturity was assessed using the following models: the level of maturity of the organization in project management proposed by S. Spałek and the H Kerzner’s Project Management Maturity Model. Findings: The research showed that the percentages of enterprises with the lowest and highest project maturity are at similar levels. The most important factor for project maturity level is systemic project management. The enterprises must meet the basic conditions in the area of project management methods and tools. Overall, a higher level of maturity was noted in the field of human resources and the lowest in the area of project knowledge management. Originality/value: The study fills the research gap on project management maturity assessment in the sector of small and medium-sized enterprises commercializing scientific research results. It also identifies key project management maturity factors. Project maturity will play an increasingly important role in the field of project management. Thus, the need will arise to distinguish oneself from competitors, to compare oneself with others in terms of project implementation capacities. The research indicated that the model proposed by S. Spalek is characterized by simplicity and flexibility of application. [ABSTRACT FROM AUTHOR]

The article considers approaches to the interpretation of the concepts «project» and «international project», defines typical classifications of projects, gives several features and elements of the project, and defines the main stages of international project implementation. An analysis of the «project management / international project» concept is made, the implementation of which affects the socio-economic indicators of the country’s development as a whole and is an important factor in improving both national and international business activities of enterprises. Project management is becoming more important in both the public and private sectors of the economy because it develops the ability to plan, and organize the work process, and forms the ability to direct resources and exercise control over them to achieve specific goals. International projects are gradually becoming more important, attracting partners from different countries and contributing to the development and expansion of foreign economic ties.

Nowadays, the implementation and application of the BIM process in construction project management is a pressing need. This aligns with the global development trends in the construction sector and project information management in general. Numerous scholars and companies are actively engaged in learning, understanding, and investigating various aspects of BIM to stay up-to-date and meet the inevitable developmental requirements. This study focuses on the role and application of BIM, intending to identify limitations that hinder its fulfillment of expectations in project schedule management. In addition, it explores studies that show how other countries have effectively employed BIM in project management and progress tracking throughout the project lifecycle. The study aims to address three main objectives: (a) comprehensively examine and provide evidence related to the concept of BIM in project schedule management, (b) present the benefits of applying BIM in comparison to traditional methods in project management and operation, and (c) identify limitations stemming from various factors that may pose challenges in the application of BIM in project schedule management. [ABSTRACT FROM AUTHOR]

Infrastructure projects are mostly capital-intensive, have a long payback period, and carry a social burden. The cost of services provided to society is usually regulated by the government. The participation of private investors in such projects is associated with significant risks that arise at the project level and in relation to the state as a partner. On the other hand, the implementation of PPP projects requires significant amounts of funding, which often necessitates the involvement of financial institutions. To implement such projects, it is necessary to provide state support. The article presents the forms of state support used in world practice. The essence and types of state guarantees as a form of state support for PPP projects are disclosed. The principles of their provision are systematized. The author proposes a conceptual approach to the decision-making by governments to provide state guarantees for PPP projects. [ABSTRACT FROM AUTHOR]

Copyright of Public Administration & Civil Service / Memlekettìk Basķaru Ža̋ne Memlekettìk Ķyzmet is the property of Academy of Public Administration under the President of the Republic of Kazakhstan / Akademiya Gosun and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The purpose of this study is to develop a reliable and valid instrument that can be used in organizations to measure project culture and its effects. Since a project culture is formed within the scope of project goals and activities, the organizational culture also affects this culture. For this purpose, a scale has been developed to determine the level of project culture in organizations and to benefit both academia and practitioners. With Exploratory Factor Analysis (EFA) of the data obtained at the end of the pilot study, a structure consisting of 38 questions in 5 dimensions (1) Project Value and Awareness, (2) Organization and Systems, (3) Process and Method, (4) Stakeholder and Communication, and (5) Strategy Alignment) was created. As a result of the data received from a sample of 311 Turkish project management professionals, the analyzes were completed with SPSS22 package using factor analyses, confidence analysis and Cronbach Alpha analyses. Additionally, AMOS version 19 was used for confirmatory factor analysis and Structural Equation Modeling. At the end of all these studies, a project culture scale consisting of 22 questions in 5 dimensions was created. [ABSTRACT FROM AUTHOR]

The question of the development of project management under the influence of the development of science and technology has been studied. The author carries out an analysis of the main trends of changes in project management research, which are grouped into four main groups: challenges and opportunities for project management in the digital age (blue cluster), advanced project management (green cluster), artificial intelligence and project success (red cluster), information management and production system (yellow cluster). A detailed analysis of the project-oriented approach to project management and the main project management methodologies used in modern business is carried out: Waterfall («cascade model»), Agile («flexible management»), SCRUM and Kanban. It was determined that the hybrid methodology is appropriate to use in projects with high complexity and a fixed budget, where planning and flexibility are important. The characteristics of the integrated project management system are given, it is proved that it is most suitable for creative projects with complex and multifaceted processes. The content of expanding the essence of project management functions for Industry 4.0 projects, namely in the part of project management functions: time management, cost management, quality management, project team management, communication management, risk management, procurement and resource management, has been formed. The use of a balanced approach in project management, which combines both existing project management methodologies and technological progress with an emphasis on human potential, is substantiated. The latest project management trends were analyzed, namely: artificial intelligence began to partially fulfill the duties of a project manager; emotional and psychological adaptability is increasingly becoming a leading skill in project management; project management methodology and tools are hybrid, can be combined, increasingly depend on the operational features of the project; the project manager increasingly works with remote teams; employees are leaving project teams in which mental health is not a priority, increasingly penetrating modern project management.

The aim of the article is to determine the contextual and temporal regularities of the development of the presentation in the scientific literature of research in the field of project risk management using bibliometric analysis. To achieve this aim, this study analyzed the following: the trend and structural patterns of publication activity of scholars around the world; the geographical structure of affiliation of scientists; the topics of the most cited articles on project risk management, also a bibliometric analysis using the instrumentarium of VOSviewer v. 1.6.10 as the research tools for analyzing relevant literature from the Scopus database on project risk management. A bibliometric analysis with the central category of «project risk» made it possible to identify eight clusters of scientific research on project risk management: the first cluster is focused on risk management methodology, investment and innovation risk, development and implementation of an innovative product, startup; the second – on project risk management in the field of information technology, information systems, software, identification of risk factors and evaluation of project efficiency; the third – on the optimization of risk management, modeling, the use of methods and instruments in the risk management system (hierarchy analysis method, fuzzy logic method); the fourth – on the assessment of risk probability, cost and complexity of the project; the fifth – on the assessment of the quality of the project, substantiation of the management strategy; the sixth – on the peculiarities of the product life cycle, project infrastructure, management of specific project risks (stakeholders, political situation, technology development); the seventh – on the practical application of standards, algorithms, and models of project risk management; the eighth cluster is based on substantiating the choice of the project, setting risk limits, developing algorithms, and using artificial intelligence. A promising area of management is risk management in the field of information technology, namely: risk management of IT projects and software; development and implementation of startups and innovative products; the use of machine learning and artificial intelligence.

Digitalization is a phenomenon that is gaining more and more scope, especially with the COVID19 pandemic, which blocked all activities and required a reinvention and restructuring of everything we know. But, although it was a difficult job, man, by his nature, found a solution: digital tools, which allowed the resumption of many activities, including online meetings (working sessions, conferences, courses or simply connecting with close ones). Digital tools also provided real support for ongoing projects, enabling activities such as business meetings, as well as the creation and transmission of documents. Therefore, in our research we propose to find out how digital tools have been used and what impact they have had on projects.

Copyright of Journal of Architectural Sciences & Applications (JASA) is the property of Journal of Architectural Sciences & Applications and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study delved into the intricate challenges associated with the monitoring and evaluation (M&E) of local government projects in Nigeria. Local governments play a pivotal role in the government structure, closely interacting with grassroots communities and frequently tasked with project execution. However, existing literature has demonstrated that many local government councils experience substantial financial losses and disconnection from the populace due to inadequate project monitoring and evaluation practices that fail to assess their adherence to established project management standards. Utilising secondary data, this study shed light on the multifaceted obstacles faced by local governments in the realm of project M&E. It advocated stringent adherence to all facets of project planning and management, while also emphasising the engagement of grassroots participants in project inception, formulation and execution. [ABSTRACT FROM AUTHOR]

The objective of this proposal is to present a theoretical reflection on the concept of projects absorptive (absorption) capacity and the role of managers' and employees' commitment in the implementation of work routines. The general problem lies in a context of simultaneous project implementation, which can create additional pressure on employees with regard to available resources. The development of a theoretical framework, highlighting project implementation demands, absorptive capacity, routines and commitment, thus leads to the proposal of a three-stage conceptual framework. The first moment represents the project during its implementation. The second moment specifically concerns absorptive capacity as a resource and the final moment highlights the relationship between absorptive capacity and commitment. Ultimately, this theoretical approach attempts to demonstrate that examining the project's absorptive capacity reveals a significant theoretical originality, and that digging deeper into the concepts of commitment and work routines pushes the limits of project management research. [ABSTRACT FROM AUTHOR]

Copyright of Studies & Work of the Collegium of Management & Finance / Studia i Prace Kolegium Zarzadzania i Finansów is the property of SGH Warsaw School of Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Studies & Work of the Collegium of Management & Finance / Studia i Prace Kolegium Zarzadzania i Finansów is the property of SGH Warsaw School of Economics and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Projects act as an important tool of corporate governance as it is possible to attain with their help strategic organizational goals. Significance of efficient project management is recognized by companies all over the world, as not always it is possible to comply with the basic plan of the project. As a rule, terms and budgets are exceeded, the quality of the product is changed. Today companies often face problems of project management in the field of information technologies (IT). Usually the detailed project content is not known at its start due to complicated technological task. Thus we can say that IT projects are subject to high uncertainty that is why they need specific approaches to be effectively managed. In the article the authors study different methodologies of project management, however not all of them can be used for projects of software development and introduction. Flexible methodologies of project management (Agile) are the most suitable for IT projects. Agile-methods take into account all specific features of project management for developing and introducing information technologies. Efficiency of flexible methodologies of IT-project management was proved by a number of qualitative and quantitative investigations.

The article is aimed at substantiating the prospects for improving public administration on the basis of project management in the context of aggravation of crisis phenomena in the national economy of Ukraine. Modernization of the modern system of territorial organization of power along with reinforcing of future victory by creating the foundation for strengthening Ukraine’s national security in the future is of great importance. In turn, this necessitates the study of project management technologies of public authorities, which are more focused on solving specific tasks both at the State level and at the level of the territorial community. Analyzing, systematizing and summarizing scientific research, the issue of improving the project approach in the sphere of public administration in Ukraine during the wartime was considered. As a result of the study, the main components of the project are characterized. The views of scientists on the characteristic features of project activities of public authorities are considered and generalized. Two groups of approaches to determining the characteristic features, which most informatively and effectively demonstrate the peculiarities of implementation of project activities in public administration bodies, have been allocated. The main directions of project activities in public administration are determined, taking into account wartime conditions. The prospects of using project management technologies in the sphere of public administration in Ukraine under conditions of crisis are outlined. The advantages provided by the use of new public administration model in accordance with the ideas of project management are indicated. Prospects for further research in this direction are the issues of training public administration sector employees to organize teamwork within the project, improving control over project implementation. The issues of ensuring the effective implementation of projects in the digital economy, the peculiarities of the project activities of public authorities in the context of the aggravation of the crisis in the national economy of Ukraine remain insufficiently studied.

New technological solutions require an organization to adapt constantly to changes in a dynamic environment. More and more enterprises implement Business Process Management, both at the strategic and operational levels, taking into account the project perspective based on knowledge resources. The aim of the article is to show the usefulness of building links between processes and projects based on knowledge resources in dynamic changeable technological circumstances based on research conducted in Poland. The approach guides Business Process Management activities by supporting organizations in identifying opportunities from business and technology trends and integrating them into business processes with novel value propositions. [ABSTRACT FROM AUTHOR]

Copyright of Journal of National Education / Millî Eğitim Dergisi is the property of Milli Egitim Bakanligi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The construction sector projects contribute to the economic growth of the country, however, planning and follow-up become a critical problem presenting economic losses. Housing construction projects grow through public or private investment, solving the demand for housing, involving various economic, social, labor and managerial aspects. The leading managers of this type of projects are civil engineers with technical experience who usually do not know the principles of management and administration, which allow the correct execution. This article presents the design process of a game to teach project management in housing construction, through a mixed methodology with qualitative and quantitative aspects taking different references, starting with the theoretical support that presents concepts associated with projects and the importance of teaching and reinforcing concepts by implementing serious games, allowing the design of a new tool for teaching project management applicable in academic and professional environments. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Business & Projects / Revista de Gestão e Projetos is the property of Revista de Gestao e Projetos and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

During the restart of the investment cycle in the new economic reality, the Government of the Russian Federation has adopted and is preparing to implement a number of measures designed to simplify the implementation of investment projects and thereby create prerequisites for maintaining interest in investing in the real sector of the economy. Thanks to the current model of financial support for investment projects in Russia, a diverse and necessary toolkit is available to the investor when choosing ways to make investments in order to make management decisions on the implementation of projects aimed at ensuring the sustainability of companies of various types. Naturally, within the framework of preparing management decisions for the implementation of investment projects, the question arises of rationally determining the parameters of financial support for an investment project, taking into account all aspects of its implementation, from the choice of sources of financing to the procedure for returning capital raised, as well as structuring projects when assessing their compliance with ESG (Environmental, Social, Governance) criteria. The purpose of this work is to study the importance of structuring an investment project in ensuring the sustainability of companies, to study all aspects of project implementation as part of the management decision-making process, which directly affects the possibility of its implementation. The methodological and theoretical basis of the article is general scientific and particular scientific approaches devoted to the issues of structuring projects in the framework of preparing investment decisions. In addition, CyberLeninka, eLibrary.Ru, Scopus, Web of Science, and Google Scholar were used as academic databases. To ensure the accuracy of the literature review process, all publications were independently reviewed by the authors. An analysis of the procedure for preparing and making investment decisions, structuring projects was made. The authors’ logic of interpreting the goal of structuring in making managerial decisions on project financing is proposed.

This article is devoted to the relevant topic of reducing the concentration of greenhouse gases in the Earth’s atmosphere. The relevance of the article is confirmed by the fact that within the framework of the Paris Agreement, a number of countries, including the Russian Federation, have undertaken obligations to implement measures entailing the achievement of this goal. Among such activities the development and implementation of carbon dioxide capture and storage projects (hereinafter referred to as CCUS projects) are important, one of the conditions for the development of which is to achieve a certain level of public approval of such projects. The article presents an overview of Russian and foreign sources of information on both the prospects for the development of projects for the capture, storage and utilization of carbon dioxide and the problems of prevalence of information about such projects. A study of four of the most popular social networks in the Russian Federation for the presence of video content and communities on topics such as “CO2”, “Greenhouse gases”, “CO2 capture”, “CO2 Utilization”, “CO2 emission” and a number of others was conducted. It was revealed that some of the topics are not represented in social networks at all, and the rest is rarely traced. Recommendations to increase the level of public awareness about CCUS projects are given.

Through the project, an idea is implemented, based on several interconnected steps. The project is composed of several elements, without it cannot exist, mandatory elements that complete the project, by means of a well-developed project management. Thus, a link is created, positive or negative, between the elements of the project, which are interdependent and cannot exist one without the other. The present research is part of a broad analysis of the elements of project management, however, for the present research only two elements of the project were considered, namely risk management and performance, in order to discover the relationship created between them, the influences and effects on a project. It will also aim to outline some solutions to maintain, strengthen or improve, if necessary, the relationship between the elements of the project subject to the current research: risk management and project performance. [ABSTRACT FROM AUTHOR]

The publication deals with the application of Agile principles in organizing the work of service units of higher education. The first part of the publication deals with theoretical aspects of the methodology. Agile does not exist by itself, but is structured and carries out all processes with the so-called Agile Manifesto, consisting of 12 principles. It is found out, to what extent it will be correct to transfer the principles of Agile-manifesto to the system of higher educational institutions. The basic principles, which can guide the administration of the service units of the HEIs, are defined. Agile's definition is articulated in the Agile manifesto of software development, which emphasizes that people and communication take precedence over processes and tools. A functioning product is more important than extensive documentation, and collaborating with customers is more important than negotiating contractual terms. Additionally, being willing to adapt and change is more important than sticking to the original plan. Numerous project management approaches exist to apply the Agile philosophy, with Scrum, Extreme Programming, and Kanban being among the most prevalent. Among project managers, Scrum project management is widely used as one of the most popular Agile methodologies. The second part of the publication identifies the differences and similarities between Agile and Scrum. The third part of the publication examines the application of the methodology in practice. It is important to focus on constantly changing external and internal environment and take into account the feedback from customers and users. This encourages developers and engineers to experiment and look for new solutions without being constrained by rigid frameworks and standards. [ABSTRACT FROM AUTHOR]

Purpose: The project approach is often used to implement projects in enterprises. Traditional project management becomes insufficient due to the changing environment and the need for flexible functioning of the organization. Hence, agility in management gains recognition. The article presents the results of the study, the purpose of which was to determine whether the assumptions of agile management are known and used in project management and to identify factors that sustain the involvement of project team members. Design/methodology/approach: The presented empirical research was carried out using the quantitative and qualitative methods. Techniques of expert interviews were used, and in the case of quantitative research - a questionnaire. The use of two research techniques was aimed at obtaining a broad view of the project management methods used, with particular emphasis on the conditions of the working environment of agile project teams. Enterprises from the small and medium-sized enterprise sector were invited to the study, the main variable in the selection of entities for the research sample was the location by region, i.e. the northern subregion of the Silesian Voivodeship, and cooperation with the Częstochowa University of Technology for the commercialization of knowledge in the region. The latter condition made it possible to include enterprises that implement projects. Findings: Research has shown knowledge of the assumptions of agile management among small and medium-sized enterprises, but less than half of the surveyed experts use this methodology in managing project teams. According to experts, the main condition for implementing agile management is a "good", i.e. primarily a self-organizing project team. Its members are required to have appropriate skills and competences, such as self-discipline or independence in making decisions. The research also identified work conditions that keep members of agile project teams engaged. They are strongly related to the intrinsic motivation of employees. On this basis, it can be concluded that the agile approach in shaping work conditions is stimulating to stimulate the expected behavior of employees. Originality/value: The article draws attention to the rarely discussed issue of implementing project management in small and medium-sized enterprises. The conditions for implementing agility in project team management were emphasized, among which the most important is the right selection of employees. They should have appropriate skills and competences, as well as an internal motivation system, which agile management methodologies will stimulate the activity and involvement of project team members. [ABSTRACT FROM AUTHOR]

Purpose of the study: It has been established that successful delivery of projects contributes to effective strategy accomplishment, whereas unsuccessful project delivery leads to failure in realising strategy. While studies have explored and discovered factors which contribute to successful project execution, and with Top Management Support consistently ranking high amongst the list of such factors, projects still fail. One possible reason for this failure is the poor understanding of what constitutes Top Management Support. This study seeks to fill the gap in understanding the constituents of Top Management Support by proposing Top Management Support Practices within the realm of project execution. Design/methodology/approach: The study used a qualitative design. Purposeful selective sampling was used to identify research-relevant respondents from the identified organisational structures in the selected cases. Data collection was done through face-to-face, open-ended interviews with ten Project Managers from the selected organisations. Findings: The study revealed 30 Top Management Support Practices across 3 managerial role groupings. These 30 practices are considered essential for the successful delivery of projects. Furthermore, the study revealed that out of the 30 Top Management Support Practices, only 12 were frequently applied, whilst 18 were less frequently applied. Recommendations/value: The study produces activities based on what managers frequently do. The study recommends that these practices be incorporated into Top Management profiles to guide them in their work towards effective project delivery as well as being used to close identified gaps through personal development plans in the respective identified areas of concern. The practices can also be used as indicators by Project Managers to ensure that they get maximum support from Top Management. Managerial implications: By employing these Top Management Support Practices, Top Management may achieve more success in the delivery of organisational strategy through project execution. [ABSTRACT FROM AUTHOR]

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Project success is crucial for businesses, but the impact of virtual teams on it is still not fully understood. The global outbreak of the COVID-19 pandemic in 2020 has led to the widespread adoption of virtual environment solutions to support geographically dispersed project teams. The growth in the use of virtual or hybrid teams in projects is expected to continue, as it presents an irreversible trend. Furthermore, there has been a significant increase in interest in sustainability in project management in recent years, emphasizing the long-term perspective for project success. To address this gap and contribute to the project success theory, a quantitative study was conducted to examine the impact of stakeholder engagement, knowledge management, and sustainable practices in project management on project success in virtual work environments using structural equation modeling. Experienced Portuguese-speaking project management professionals were surveyed. No evidence was found to support the moderating role of virtual teams, concluding that the virtual nature of a team does not diminish stakeholder engagement, knowledge-sharing, or sustainability in project management and its influence on project success. This study provides valuable insights for enhancing project success in virtual work environments, as it is the first of its kind to quantitatively address the sustainable long-term approach of project success in virtual environments. [ABSTRACT FROM AUTHOR]

The objectives of this study are: (1) Knowing the factors causing variation order in the Wastewater project. (2) Knowing the effects of variation orders on contractors/service providers in wastewater projects. The type of research used in this study is the quantitative research method. The quantitative research method uses research data in the form of numbers and analyzed using statistics from the results of data collection that have been verified and validated by experts, research variables that will be used in the next questionnaire stage obtained 11 variables of factors causing variation orders and 10 variables of the influence of variation orders on contractors, can be seen in appendix 2. then the following conclusions can be drawn: a) The dominant factors causing the Variation Order in wastewater projects in the DKI Jakarta Government, b) The dominant influence of the Variation Order on service providers/contractors. [ABSTRACT FROM AUTHOR]

Collaboration and teamwork represent a unique form of human activity that involves interdependence and shared responsibility in achieving goals and completing tasks, as well as the ability to complete tasks efficiently and communicate effectively. Nowadays, the ability to collaborate in a team is one of the most desired social competences. This publication presents selected problems in the field of project team management. The paper deals with the selection of a project team, including a project manager based on the adopted profile of requirements and competences with the example of an international project. The publication is based on selected literature on the subject, a review of secondary research results, and the results of the author's research on the traits, skills, and competences that should characterize a project manager and project team members. [ABSTRACT FROM AUTHOR]

The paper discusses challenges related to barriers and opportunities in knowledge management of military R&D projects conducting at project-based organizations. Analysis of the case study highlights that efficient knowledge management system consists of formal and informal elements. The first one is related to: internal organization regulations, defined processes, applied project management methodologies, good practices, supporting software, data bases and other ICT tolls. The mentioned solutions are well developed in the case study and create numerous opportunities in knowledge management. Crucial barrier of knowledge transfer in formal part is a need of ensuring a high level of security regarding product or manufacturing documentations, both inside organization and in business partners constituting the supply chain. The case study presents that informal elements of knowledge management system (people's behavior or habits, form of internal and external communication, abilities to delivery and use a lessons-learned etc.) are challenging being crucial field of further improvements. [ABSTRACT FROM AUTHOR]

Knowledge management is an important and difficult process that is an integral part of every project. The proper process of knowledge management in a project team is influenced by various elements. One of the factors is mindset, which is a belief about the nature of human attributes. There is no research on mindset as a barrier to knowledge management in a project team. This research aims to reduce the identified gap by identifying the concept of mindset in the field of knowledge management in the project team, as well as analyzing the ways of influencing the mindset. Mindset is a plastic feature that can be shaped with the right effort. The study used literature analysis and in-depth interviews with experts. The results indicate the key elements affecting the mindset and ways to change it. [ABSTRACT FROM AUTHOR]