The incorporation of the social, environmental, and economic dimensions of sustainability in different aspects of human life and business provides a guarantee for our future. Organizations have shown a great interest in incorporating sustainability into managerial concepts, both at the strategic and operational levels. Sustainable business strategies are being implemented in many projects, which has led to a recent expansion of interest in exploring the potential of integrating sustainability dimensions in project management. With the intention of contributing to a better understanding of sustainable project management, this paper examines whether project management methodologies, applied in different sectors, support the introduction of sustainability dimensions. It also surveys the level of integration of sustainability dimensions in groups of project management processes. Considering that the incorporation of sustainability in project management poses numerous challenges for project managers, this paper examines the necessary knowledge and skills required for sustainable project management in different sectors. As part of this research, an empirical survey was conducted in project-oriented organizations from both the public and private sectors. The findings reveal that the application of project management methodologies promotes the introduction of sustainability dimensions, particularly the social aspect, irrespective of the sector, since the processes in projects managed by a specific methodology are consistent with the social elements of sustainability. In the public sector, there is a noticeable lack of knowledge of the meaning and dimensions of sustainability and, accordingly, an urgent need for project managers to gain knowledge and skills pertaining to sustainable project management.

This paper presents the people-oriented elements of agile approach with the focus on Scrum methodology as one of the most applicable of agile methodologies. Comparing to traditional methodology it can be concluded that the agile approach enables learning, project team development encouraging self-organization, better communication and competence development. The focus on the people aspects of the project is essential for achieving effective project results and a positive long-term impact of the project. This paper also emphasizes the role of a project team in the transition process from traditional to agile project management. People capacity to adapt agile approach are influenced by trust, capacity for self-organization, capacity for learning and adoption the value of agile management. From a practical point of view, managers who are people-oriented can accept agile project management as a framework and way of thinking to achieve their goals.

Project risk management aims at defining adequate risk response strategies, which includes the prior identification and analysis of project risks. By using techniques such as FMEA (Failure Modes and Effects Analysis) for project risk analysis, it is possible to prevent ineffective and inefficient spending of time and resources in the project, prevent failures and contribute to meeting the project goals and the project success.

The goal of each company today is to improve business and increase profit through the reorganization and simplification of its processes, decrease of costs and resources utilization etc. Improving the business is usually implemented through different techniques and methodologies that have been developed. One of the ways to improve service processes, and health system processes also, is the implementation of the lean concept. This study shows benefits from using Lean tools value stream mapping (VSM) and simulations to simplify the laboratory work process. Using the VSM and simulation in department of clinical biochemistry authors showed significant improvement of the clinical processes such as eliminating non-value added times (NVAT) by minimum 30 working days/year, increasing number of laboratories analyses by approximately 80.000 analyses/year, eliminating unnecessary movement of 39,000-52,000 meters/year for samples and 78,000-104,000 meters/year for stuff and decreasing patient waiting times from average 70 to 20 min/patient.

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