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Recently, research on project management has widened its scope to consider social innovation-oriented projects. However, research in this domain is still in its infancy; little empirical data has been conducted in this area and there are few comprehensive or practical guides available to project managers in this sphere. Social innovation projects are poorly understood in practice and prone to failure. We find that project management processes are poorly-defined and unwieldy in this context; control systems are lax, and consequently projects are inefficient. Social innovation projects have unique characteristics and are inherently different to typical industrial-oriented projects which must be considered by project managers. The goal of our research is to better understand this important-but-neglected area. We synthesise the literature and classify social innovation projects from key perspectives; we then present a comparative analysis of social innovation projects and industry projects in order to draw insights about what aspects from project management can be applied to the social innovation domain in order to increase levels of effectiveness and efficiency. From this analysis, we identify six key issues and challenges that social innovations are currently facing. The major contribution of this research is to gain a better understanding of the relationship between social innovation and project management. For researchers, these findings contribute to theoretical development within the field of project management; for practitioners, it provides important insights to help manage such important initiatives. The insights provided by this discussion should help in understanding some of the conceptual and practical difficulties that have prevented the effective implementation of social innovation projects.

Computer science incorporates information theory that is a fundamental element in project management. Achieving the conservation of the current resources for future generations has become an increasingly important and urgent challenge for our society. Thus, the sustainability topic becomes more valid on the agenda of governments and organizations. This cross-section empirical study presents partial results of the perception of a representative sample of engineering project managers in Colombia about the implementation of sustainability elements in the management of these projects, established in the sustainable project management maturity model. The results applying information science, indicate a greater orientation towards the aspects of product sustainability than the project process and in general that in the studied context, the economic dimension significantly predominates over social and environmental aspects.

The issue to project failure has been a common phenomenon to many construction companies. The impact is very critical to companies to which it leads to the late completion of the project and also an over budget. Lack of planning, conducting a lot of changes, and bad executing process are the reasons behind it. If this kept going on, project failure would be a major threat to the companies in which it may drag them to suffer a far greater loss. As a solution, the project maturity assessment comes into existence to put back the projects onto the track and to overcome the project failure. Company XYZ is a construction company to which it conducts a project. It is experiencing issues to which it may potentially be a project failure to it. This research uses the Organizational Project Management Maturity Model (OPM3) as a tool to assess the maturity level of Company XYZ. The specific focus is on the Project Risk Management Knowledge Area. The research is conducted using questionnaire spread across the project team which consists of 1 project manager and 4 project supervisors. At the end, the result of the research shows that the company is in the bad condition of performance. Its maturity level sits in the lowest level. The result also shows that the project team has not met the requirement of the top management.

The main objective of this study is to gain an understanding of the uses of social media (SM) in project management (PM) and to integrate them into a single framework. The grounded theory methodology has been applied to rich data collected from over 30 PM professionals through personal interviews and two focus groups. The findings identify four categories of SM use: communication, control, dissemination and storage. A set of SM with their respective uses is suggested for each category. This study makes a contribution to research and practice by proposing a framework for integrated use of SM to support PM activities.

Based on the analysis of foreign classic maturity models and the actual situation of electrical engineering projects, this paper constructs a suitable three-dimensional project risk management maturity model and establishes a project risk management evaluation index system. Through fuzzy comprehensive evaluation method and analytic hierarchy process, the key element indicators are evaluated and weighted, and the maturity score is obtained, which finally reflects the maturity of project risk management. Finally, through empirical analysis, we found out the shortcomings of enterprise project risk management and proposed the direction for improvement.

Companies are currently facing substantial challenges with regard to Industry 4.0. In order to adapt to this changing environment, companies are moving from operations-centered business to project-driven business. This change requires an evolution in project management. Researchers and practitioners, inspired by the PMBOK (Project Management Body of Knowledge), have created maturity models to compare and evaluate organizations, but they did not specify any methodology to create adapted models to face this technological change. Therefore, this paper proposes an approach to understand under on principles existing project management maturity models were based, and how it is possible to create a new project management maturity model applicable in the emerging framework of industry 4.0. Then, we illustrate the new approach with the construction of a project maturity model used to measure the planning capability. Finally, we define limitations of the model and future research directions.

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.

[ES] El presente trabajo tiene como objetivo evaluar el desempeño de la Project Management Office (PMO) de una empresa consultora tecnológica reconocida a nivel mundial, específicamente en el área de proyectos del ERP SAP. Se analizarán y evaluarán las distintas alternativas a la actual gestión de los proyectos SAP y se propondrá un modelo de madurez de gestión de proyectos estándar que pueda ser implantado y hacerse efectivo para mejorar el desempeño en los distintos proyectos que lleva a cabo la empresa. Para ello, se estudiarán los distintos enfoques de dirección y gestión de proyectos referentes a nivel mundial y se evaluará el desempeño de la PMO comparándola con los estándares internacionales. Además, se diagnosticará el nivel de madurez en dirección y gestión de proyectos de la organización y se propondrá el modelo que más se adecúe al tipo de empresa. Finalmente, se elaborará un plan de mejoras para la PMO siguiendo el modelo elegido., [EN] This Project has the objective of evaluating the performance of the Project Management Office (PMO) of a world-renowned technology consulting company. More specifically, this Project will be centered in the company’s area of ERP SAP projects. Alternatives to the current SAP Project management will be analysed and evaluated and a standard Project management maturity model that can be implemented to improve the performance in the different projects of the Company will be proposed. To accomplish this, we will study the most worldrenowned project management approaches, and we will evaluate the PMO’s performance comparing it to the international standards. Also, the organization’s project management maturity level will be diagnosed and we will propose the model that best suits to the type of organization. Finally, an improvement plan for the PMO following the selected model will be developed., [CA] El present treball té l’objectiu d’avaluar l’exercici de la Project Management Office (PMO) d’una empresa consultora tecnològica reconeguda a nivell mundial, específicament en l’àrea de projectes del ERP SAP. S’analitzaran i avaluaran les distintes alternatives a l’actual gestió dels projectes SAP i es proposarà un model de maduresa de gestió de projectes estàndard que puga ser implantat i fer-se efectiu per a millorar el exercici en els distints projectes que du a terme l’empresa. Per això, s’estudiaran els distints enfocaments de direcció y gestió de projectes referents a nivel mundial i s’avaluarà l’exercici de la PMO comparant-la amb els estàndards internacionals. A més, es diagnosticarà el nivell de maduresa en direcció i gestió de projectes de l’organització i es proposarà el model que més s’adeqüe al tipus d’empresa. Finalment, s’elaborarà un pla de millores per a la PMO seguint el model triat.

Purpose Libraries have a growing interest in project management; however, the application of formal project management practices remains small. Are libraries using formal practices and do different organizational cultures foster or hinder the use of project management? Methodology/approach A survey was used to investigate the prevalence of project management in the 14 Big Ten Academic Alliance (BTAA) libraries and to assess the organizational culture of these libraries to identify whether the culture fosters project management. A two-part questionnaire included the Organizational Culture Assessment Instrument (OCAI) by Cameron and Quinn (2011) and questions about project management practices. A project management maturity model was applied to determine the degree of project management maturity. Findings Even though libraries report perceived project management success, this is not often associated with the use of project management practices. Libraries with hierarchical organizational structures are less likely to have formal project management practices and libraries with clan cultures are more likely to use formal project management practices. Originality/value This study contributes to a small base of research on the use of project management practices in academic libraries. Specific suggestions on the value of including formal project management practices and the relationship between organizational culture and the use of project management could provide an impetus for libraries to explore the formal adoption of this practice.

During the last years, the development of the project risk management competencies became a ubiquitous objective for education and training in project management due to the increasing constraints which companies face on the implementation of their projects. Alignment to the professional standards and usage of innovative methods in designing and delivery of instruction represent common requirements that education and training providers should consider and fulfill. The authors examine the main challenges in addressing project risk management subject in the education programmes and identify how these challenges could be dealt by using curriculum management systems. In order to implement the identified improvements, the authors propose an innovative architecture for a curriculum management system, which can be adopted by those universities interested in developing competencies-based programmes in project management. Some preliminary results are presented and discussed.

This study aims to examine the impact of ethics in the knowledge management in organizational development in Botswana. Importance of ethics in knowledge management is growing at a faster pace of late; still some employees tend to be unethical. As organization consists of different people with different ethical cultures, it is essential that organizations should make their employees follow ethical principles while creating, sharing and using both explicit and tacit knowledge to have optimum organizational development. Respecting ethics by human resources helps to improve implementation of knowledge management. The chapter main focus is on Management of ethics in an organization which influences knowledge management processes and subsequently influence organizations development. To locate ethics impact on knowledge management for organizational development, the scholars employed a survey strategy where respondents indicated that there is a significant impact of ethics in knowledge management for organizational development.

This chapter introduces to important organizational issues concerning the Project Management practice. First, it presents the main organizational structures from functional through project-oriented forms. Second, the chapter focuses on some of the details of organizing Project Management Offices and Project Teams, describing the various tasks of the project staff. Then, the role of the project manager is discussed together with cultural and human problems that people face while working as a team. Finally, we make the point on the emerging trends of Agile Project Management methodologies applied to facility construction projects and the practices of managing agile teams.

This chapter is dedicated to project strategy and performances. Traditional approaches and new competence-based theories are presented. The PM strategies regard output complexity (variety and innovation degree), project scope (in terms of supplier involvement, commonality and carry-over parts), and property of specifications. The multi-project strategies are also presented. Finally performances are considered, at the single project level and portfolio level.

After a brief flurry of monographs on business and organizational aspects of GIS in the 1990s, little attention has been paid to a systematic approach in support of GIS project management. Most existing efforts in both public and private enterprises are based on anecdotal evidence. This article provides a comprehensive overview of the subject matter starting with definitions and distinctions from neighboring concepts and introducing important characteristics. This article describes all phases of GIS project management and specifies the resources and tools required. It ends with an overview of external factors and a discussion of the expertise required of a GIS project manager.

Project Management (PM) as a process-based methodology is presented. A project is an organizational process. The characteristics and performances of a project are outlined. PM is considered opposite to Operations Management (PM). Three different types of projects can be identified: (1) product/process innovation (design and development of new products and services), (2) engineer-to-order or engineering and construction contracting, and (3) strategic, organizational and managerial change.

Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.

[EN] "The acceptance of project management as a profession indicates that the application of knowledge, processes, skills, tools, and techniques can have a significant impact on project success ( Project Management Istitute (PMI), 2013). This phrase reflects the interest of carrying out the present work, measuring the affinity and adoption of these processes and tools in a construction company in Colombia. For this reason, maturity models in project management are available, which provide a framework for evaluating and improving management practices, allowing companies to face the dynamism of their own activity, the trend of internationalization and global competition trough the improvement of its competitiveness, market participation, customer satisfaction, among others. The present work is developed according to one of the main maturity models, the OPM3 (Organizational Project Management Maturity Model), which begins its cycle through the acquisition of knowledge in fundamental management concepts as well as in the construction company under study. Subsequently, the evaluation of the best management practices defined by the model is applied and supported by an implementation methodology that defines the approach, the population under study, data collection techniques and how the field work is carried out. In the final stage, the analysis of the results is carried out to define an improvement plan prioritizing the areas of action. The application of this model aims to raise awareness and encourage the organization to assess and enhance its management practices; through the training of its members, the adoption of recognized standards worldwide and exercising continuous evaluation., [CA] "L'acceptació de l'adreça de projectes com a professió indica que l'aplicació de coneixements, processos, habilitats, eines i tècniques pot tenir un impacte considerable en l'èxit d'un projecte" ( Project Management Istitute (PMI), 2013). Aquesta frase reflecteix l'interès de realitzar el present treball de finalització de master, mesurant l'afinitat i adopció d'aquests processos i eines en una empresa constructora a Colombia. Per tal raó, es disposen dels models de maduresa en gestió de projectes, els quals proporcionen un marc per a avaluar i millorar les pràctiques de gestió, permetent que les empreses afronten el dinamisme de la seua pròpia activitat, la tendència d'internacionalització i competició global a través de la millora en la seua competitivitat, participació en el mercat, satisfacció del client, entre uns altres. El present treball es desenvolupa en funció d'un dels principals models de maduresa, el OPM3 (Organizational Project Management Maturity Model), el qual inicia el seu cicle mitjançant l'adquisició de coneixement tant en conceptes fonamentals de gestió com de l'empresa constructora sota estudi. Posteriorment s'aplica l'avaluació de les millors pràctiques de gestió definides pel model i suportada per una metodologia d'implementació on es defineix l'enfocament, la població objecte d'estudi, les tècniques de recol·lecció de dades i com es realitza el treball de camp. En la seua etapa final es realitza l'anàlisi de resultats per a definir un pla de millores prioritzant les àrees d'actuació. Amb l'aplicació d'aquest model es pretén crear consciència i animar a l'organització a valorar i potenciar les seues pràctiques de gestió; mitjançant la capacitació dels seus integrants, l'adopció d'estàndards reconeguts a nivell mundial i exercint l'avaluació contínua., [ES] "La aceptación de la dirección de proyectos como profesión indica que la aplicación de conocimientos, procesos, habilidades, herramientas y técnicas puede tener un impacto considerable en el éxito de un proyecto" ( Project Management Istitute (PMI), 2013). Esta frase refleja el interés de realizar el presente trabajo de fin de master, midiendo la afinidad y adopción de estos procesos y herramientas en una empresa constructora en Colombia. Por tal razón, se disponen de los modelos de madurez en gestión de proyectos, los cuales proporcionan un marco para evaluar y mejorar las prácticas de gestión, permitiendo que las empresas afronten el dinamismo de su propia actividad, la tendencia de internacionalización y competición global a través de la mejora en su competitividad, participación en el mercado, satisfacción del cliente, entre otros. El presente trabajo se desarrolla en función de uno de los principales modelos de madurez, el OPM3 (Organizational Project Management Maturity Model), el cual inicia su ciclo mediante la adquisición de conocimiento tanto en conceptos fundamentales de gestión como de la empresa constructora bajo estudio. Posteriormente se aplica la evaluación de las mejores prácticas de gestión definidas por el modelo y soportada por una metodología de implementación donde se define el enfoque, la población objeto de estudio, las técnicas de recolección de datos y como se realiza el trabajo de campo. En su etapa final se realiza el análisis de resultados para definir un plan de mejoras priorizando las áreas de actuación. Con la aplicación de este modelo se pretende concientizar y animar a la organización a valorar y potenciar sus prácticas de gestión; mediante la capacitación de sus integrantes, la adopción de estándares reconocidos a nivel mundial y ejerciendo la evaluación continua.

This chapter is at the core of Project Management. Starting from the Project Charter and Project Scope, the Work Breakdown Structure (WBS) for ECC companies is addressed, together with good practices to make it. The linkages with other structures, such as OBS and BBS, are defined. The methodological steps of planning, control and reporting are presented, involving the variables of Time, Resources and Costs.

The book “Goal Directed Project Management” has had great success over the years and contributed to the development of project management scholarship. However, the story behind the first English edition of the book is also important in explaining the role Rodney Turner has come to play in the project management community and his decision to choose an academic career in this field. Below, we trace these events and outline the main ideas at the heart of the book.

Trabajo de investigación La Gerencia de Proyectos durante los últimos tiempos ha tenido un fuerte crecimiento como método, disciplina y valor agregado en sus procesos de gestión para cada una de las empresas colombianas, con el fin de mejorar sus políticas, procedimientos, aspectos técnicos, herramientas y lo más importante el capital humano buscando el cumplimiento de los objetivos estratégicos. Para las entidades u organizaciones no es suficiente con la mejora en la gestión de sus proyectos “One by One”, puesto que a medida que se aumenta ideas de proyectos el cual produce incertidumbre en que la inversión es mayor y el factor tiempo juega un papel importante en la ejecución y entrega oportuna de ellos, nace así la necesidad de administrar efectivamente diferentes portafolios de iniciativas en estas organizaciones encaminadas al cumplimiento de su planeación estratégica. Nuestra propuesta de investigación “Cultura Organizacional y Grado de Madurez en Gestión de Proyectos” está dirigida a la Corporación Fomentar Desarrollo, entidad sin Ánimo de Lucro que promueve e impulsa la educación profesional y el desarrollo colombiano, la actividad principal de la entidad es ofrecer servicios de Asesoría, Consultoría y Capacitación de Sistemas de Gestión de Calidad, Ambiente y Seguridad, Gestión de Riesgos, Seguridad de la Información, Continuidad de Negocios y otros servicios de consultoría empresarial tanto para el sector público como para el sector privado. Esta inicia con un diagnóstico general para comprender como está constituida la entidad en cuanto al manejo de los diferentes proyectos que son ofrecidos de cara al cliente final y el manejo de la cultura organizacional, por supuesto como siguiente paso el estudio de diferentes metodologías asociadas a la evaluación de madurez, que son fundamentales para determinar la mejor opción con la que se trabajó al interior de la entidad como cumplimiento del objetivo de esta propuesta. Especialización Especialista en Formulación y Evaluación Social y Económica de Proyectos 1. MARCO TEORICO 2. MARCO REFERENCIAL 3. MARCO METODOLÓGICO 4. CONCLUSIONES 5. RECOMENDACIONES 6. PROPUESTA ECONÓMICA Y ADMINISTRATIVA 7. BIBLIOGRAFÍA

This chapter regards project Quality management: designing with customers (value-based), designing with suppliers, the design for manufacturability and assembly, reducing internal variety, and using simultaneous and reverse engineering.

The case for 21st century government success continues unabated; impatient stakeholders are more demanding; people, process, and content are profoundly impacted; opportunity is rampant, but so is risk and complexity; still, transformational e-government looks to leadership, integration, change, and innovation through enhanced project management. This chapter builds upon previous publications. There is another dimension to the transformational e-government navigation toolkit that coalesces with enhanced project management and creates a multi-dimensional approach to transformation; it is existential change leadership that focuses on human mindset behavior along with critical leadership, integration, change, and innovation.

This chapters concerns project organization and human resource management. With a company-wide approach, organizational structures (matrices etc.) for PM are considered. Particular attention is paid to the role and profession of Project Manager. Resource assignment, work calculation and work loading are finally treated.

The assurance of a good project tracking from the analysis of his opportunity until its realization is the basic condition for its success. This tracking requires making available, the project manager or PMO, of a variety of tools that support the managerial activity and optimize the time available to management. The purpose of this study is to define a project management system that integrates twelve management functionalities (planning, project portfolio management, Content Management, collaboration platform, issues management, deliverables management, resource management, Change management, Configuration management, Workflow Management, Electronic document management and Satisfaction surveys). Thus, final system will integrate, in addition to the key features found in existing project management software, five additional functionalities and a specific additional module of portfolio management to support multi-criteria analysis projects and maturity assessment of project management.

In recent years, there has been increasing pressure on the US federal government to reduce spending and improve the management of its technology projects. Mitigating the adverse impact of risks on the performance of these projects presents a significant challenge for its stakeholders. Our research examines this challenge in two steps. First, we identify and define a set of salient risks in federal technology projects—specifically, complexity risk and contracting risk in the planning process, and execution risk in the execution process. Next, we investigate whether higher levels of process maturity, assessed by the Capability Maturity Model Integration (CMMI) framework, mitigate the negative effect of project risks on project performance. The analysis of time-series data collected from 82 federal technology projects across 519 quarterly time periods indicates that each of the three types of risks has a significant negative effect on project performance. This finding highlights the practical significance of managing these risks in the federal technology project context. Further, we find that increasing levels of process maturity attenuate the negative effect of project risks on the performance of federal technology projects. However, the attenuation effects are consequential only at high levels of project risks; at low levels of project risk, increasing levels of process maturity can adversely affect project performance. To demonstrate the financial implications of increasing process maturity levels in federal technology projects, we examine the magnitude of project cost savings (and overruns) across different levels of CMMI and project risks. In summary, our study contributes to the sparse literature on public sector operations by addressing the understudied context of federal technology projects, and provides a nuanced examination of the implications of process maturity in managing the risk to performance relationship in such projects.

This paper discusses the importance of properly set up of communication strategy in project management. It describes one of the lesser known methods of creativity in communication - game theory. Game theory is relatively young mathematical discipline with the wide possibility of application into lots of scientific fields. From its beginning it is connected with the economy, but today it is the essential of many of managerial fields. In presented paper we want to present the particular examples of the game theory use in economy and management, mostly in project management with the intention towards the Czech environment. We pay lots of attention to the use of the model of Prisoner´s dilemma; we will present surprising conclusions of practical problems through the game theory. Next the paper illustrates the effect of the creative methods on the success of communication with all stakeholders of the project. It defines the proper setting of the communication strategy as one of the factor in the elimination of risks in projects. It judges the relation between the game theory and creativity towards the successful finalization of the project through the presentation of practical examples. It confirms the Bitlon’s and Cumming´s (2014) hypothesis, that the use of game theory makes possible to understand the stakeholders´ needs and their interests in a better way and to finalize the project successfully. This paper arose as one of the outputs of project KEGA No. 003/DTI-4/2014 with the title Diagnose system for identifying of competencies of managers of national and international educational projects.

A project management methodology that defines basic processes, tools, techniques, methods, resources and procedures used to manage a project is necessary for effective and successful IT project management. Each company needs to define its own methodology or adapt some of the existing ones. The purpose of the research is to evaluate the possibilities of adapting IT project development methodology according to the company, company employee characteristics and their mutual relations. The adaptation process will be illustrated with a case study at an IT company in Latvia where the developed methodology is based on Agile Scrum, one of the most widespread Agile methods.

Present management concepts allow for the implementation of comprehensive (systemic) solutions, improving the quality of processes in the organization. One such approach is the project management method, developed in the 1940s. Currently the best known approaches are: IPMA, PMI and PRINCE2. Implementation of the project orientation is based on the complex adaptation to the smooth operation of the organization using the project as a tool to achieve a significant part of the objectives. The adoption of the project orientation is possible in any type of organization. With the rise of the concept of New Public Management in the 1990s, more and more attention is being paid to the efficiency and effectiveness of public administration institutions. The purpose of this article is to present the author's model of the project orientation in this type of organizations – PAEM (Projects in Administration Excellence Model).

In this paper we aim to show that not only are the project management techniques important for small-scale projects, but following proper project management techniques is one of the most important requirements. However, there come slight variations in implementing project management techniques in small projects as compared with larger projects. Therefore, proper categorization of projects holds the key to success in many situations. Our paper will show that categorization of a project as small-scale or large-scale should always be locale specific. In this regards, we develop a criteria and evaluate how the projects are categorized as small-scale and large-scale in different parts of the world with focus on IT projects. This research concludes that some methods cannot be used for projects of different scales.

In this paper, we examine the project-based educational practice that is co-developing a solution to the local food inventory management system. This project is aimed at the practical business of IT distribution in small and medium industries, and is linked with the project course on undergraduate students of IT division. For the practical project of the IT distribution in small and medium industries, an employee in charge of the project participates as a mentor such that he presents the project subject and the students develop the system for the subject. This system emerges from existing theory and the necessity for a term project, and this course leads students to learn practical knowledge through discussion with the employee in charge. Through this course, the latest technology is shared mutually, and students have the opportunity to understand a domain of the IT distribution business. As students experience how to understand and solve cost, quality and delivery time for the project by themselves, they build confidence. Also, the company can save on costs for the development of prototypes, while creating an opportunity for students to experience working with seasoned staff.

© 2015 Taylor & Francis. This study sought to examine project delivery challenges currently being faced by energy clients and to determine how they could achieve value creation through better alignment of project delivery processes. There are important lessons to be learned from the energy sector on how to deal with the unique operational and project challenges. Four exploratory focus groups were held with twenty senior project management practitioners, to better understand the greatest needs and project management processes in the energy sector. A formal deductive approach was used to examine and evaluate existing and future energy project delivery processes. From the qualitative data, participants recognised the need to introduce science-based project techniques such as system dynamics and project predictive analytics in project management processes. Participants further noted that comprehensive innovative project delivery processes and analytical approaches are required to cope with the increasing scale and complexity of energy capital projects.

Integration of sustainable development principles in project management is a tool to implement a values-based strategy. The main goal of this paper is to determine key issues for creating a consistent methodological basis that includes tools and techniques of project management taking into account sustainable development approaches. This paper analyses key aspects in which the conception and project management theory have interconnections. This aspect is, firstly, realization of projects initiated to reach goals in sustainable development area. And the second aspect is realization of various projects taking into consideration sustainable development approaches. The authors analyze contradictions between project management and a concept for sustainable development. The most critical contradictions deal with goals and priorities of the project, period and geography of its valuation, analysis of its impact zones. The authors define the tasks that need to be settled in order to resolve contradictions and integrate the principles of corporate social responsibility. Besides, the paper summarizes academic results in the area of integration of the concept and project management. In order to solve this problem, the authors analyze current project management standards and the integration of sustainable development principles in them. The authors conclude that this task has not been elaborated thoroughly in current methodologies and in widespread standards such as ICB, PMBook, P2M and others. The most interesting one is PRiSM methodology, which was created for resolving integration problems. Furthermore, in making an overview of the current methodological framework, the authors present research findings on the subject. On the basis of the analysis carried out, the article defines prospective directions for further research oriented toward creating the tools and techniques of project management taking into account social and environmental aspects. These directions include the development of methodological tools (methodology of scope, resources and terms of the project) and the formation of main approaches to basic elements in project management including project resources valuation

Many researchers have investigated the organizational structural factors and their influence on project success. Later, researchers moved towards investigating the portfolio success and effectiveness as a new area of study. We note that all such constructs are a product of strategy, and if not aligned correctly, a dichotomy will appear between strategy (portfolio) and its translation (structure) with an effect on performance. Our literature review revealed that no research has investigated the relationship between structure and portfolio elements. In this research we present the portfolio success and the Project Portfolio Management (PPM) effectiveness in one global construct which represents business efficiency for the project-based organization. A significantly strong relationship was then established between the project manager's influence on the organization – as part of its structure/design — and the business efficiency constituent variables. We also investigated steering committee's level of involvement which successfully acted as a moderator for the research established relationships.

Little research has been conducted on how project-based organizations navigate internal and external pressures to develop and improve project competences over time. Using a cases study approach, this paper examines the development and implementation of project based organization over a period of 30 years. Overall, the evolution of project management competencies in the organization broadly followed the prevailing approaches in improving organizational management practices uncovered in review of literature. The organization’s capability to adopt and implement project management frameworks improved over time as senior managers became more masterful at matching improvement actions into the organizational context. This research also presents how a systematic approach of project management maturity models for identifying and implementing project management practices and processes can increase the effectiveness and comprehensiveness of overall management practices. The study concludes with a series of recommendations in further improving project management practices and processes in project-based organizations.

In this paper, we propose a novel approach to determine an appropriate sequence to develop the components of a project management plan. Some newcomers to project management become overwhelmed due to the complex relations within these components. Network theory is a widely used tool in fields with complex relations within entities, but it has not yet been applied to configure a project management plan. Although our approach is compatible with any project management standard, the Project Management Body of Knowledge (PMBOK) is an excellent example to illustrate how to apply this methodology due to the complex interdependence among its processes.

This paper is empirically to examine the effects of project manager's competencies (intellectual, managerial, and emotional competencies) on the performance for planning and outcome of NPD (new product development) project in project matrix organization. To achieve this purpose, we employ a field survey of project managers in project matrix organization and PLS (partial least square) structural equation modelling to test hypotheses of our research model. The results show that intellectual competency positively affect both of performances for planning and for outcome, whereas managerial and emotional competencies have not significant effect on them. Our attempt is to provide theoretical implications to current studies related to project management and helps for practitioners to develop a program for selecting and training capable and promising project managers. Key Words : Project management, Project matrix organization, NPD project, Project manager's competencies, Project performance, PLS structural equation model

The goal of the paper is to present the project concept of Ukrainian social investment fund. The reasons for the establishment of the fund are laid down in the first part of the paper. The project concept is described in the second part. The goals, components, targeted beneficiaries, micro-projects eligible for the funding, project targeting, micro-project selection criteria are presented. The implementation of the project is presented in the third part. There are two phases: pilot project and main investment project. The main objective of the pilot project will be preparation of the main USIF project by elaborating mechanisms and building capacity. The monitoring system of the project is presented in the fifth part. The expected outputs/benefits are discussed in the last part.

Organizational learning, in terms of both explorative learning within projects and exploitative learning across projects, is of strategic importance for project-based organizations (PBOs) in industries involving production of complex product systems (CoPS). In this conceptual article, we discuss and reflect on how organizational learning may be addressed in PBOs by the establishment of formal knowledge governance mechanisms in a project management office (PMO). Prior literature on PMOs has discussed a broad and diverse range of PMO functions, without conceptually reflecting on their interdependencies. Here, we synthesize the literature into seven main functions. From an organizational learning perspective, we identify significant synergies among the functions of Developing and maintaining a lessons-learnt database, Developing and maintaining project management standards and methods, Consulting and education, and Strategic management. We reflect on how a PBO may establish a centralized PMO utilizing these ...

Executive sponsorship is critical to project success; however, the impact of the sponsorship role on project management value and sustainability is not known. Using correlation analysis we examine survey responses from 91 U.S. executives. Formalizing and providing training on the sponsorship role and responsibilities are both significantly related to senior management's perception of the sustainability of project management value. Unexpectedly, no significant relationship exists between the prevalence of the sponsorship role and project management value outcomes. These results extend our understanding of the importance of the sponsorship role and provide practical guidance for those seeking to improve the sustainability of project management value.

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

A Canadian division of a large American engineering company has developed and implemented project management processes for their small-scale and medium-scale projects. The company was already using a robust project management process for their large-scale projects. The objectives of this process improvement project were to reduce cost overruns and project delays, standardize practices to facilitate the integration of new managers, increase the level of customer satisfaction and to reduce risk-related planning deviations. For this improvement project, the engineering organization used the new ISO/IEC 29110 standard developed specifically for very small entities. An analysis of the cost and the benefits of the implementation of small and medium scale project management processes was performed using the ISO economic benefits of standard methodology. The engineering enterprise estimated that, over a three-year timeframe, savings of about 780,000$ would be realized due to the implementation of project management processes using the ISO/IEC 29110 standard.

This study aims to investigate the effects of project management (PM) on project success under the parameters of scheduling, cost, and margins. We adopt a contingency approach that evaluates the complexity of the project, according to 4 categories, the effect of industry sector and countries. The methodological approach involved a longitudinal field survey in 3 countries (Argentina, Brazil, and Chile) with business units from 10 different industries over a 3-year period, and data from a total of 1387 projects were analyzed. Structural equation modeling was used to test the research hypotheses. The results show a significant and positive relationship between the response variable schedule with PM enablers and project management efforts in training and capabilities development. Project complexity has a significant effect on 2 aspects of project success: margin and schedule. Both cross-country and cross-industry analyses show a significant explanatory effect.