Abiding by the principles and rules of project management in the public administration environment provides project managers with a range of pitfalls that can influence the success of the project. This fact has been proved by a number of analysed projects. The managers themselves claim that the most challenging problem from the perspective of project management and assessment of the project success is the field of leadership (the leading of the project team by a project manager). The authors of this article have therefore identified the most important factors for assessing the success of the project management of a team by a manager at various stages of the lifecycle of a project. Furthermore, both the direct and indirect impact of not respecting these factors in achieving the project objectives and in creation of job satisfaction within the project team have been presented in compliance with the data analysis of completed projects in the public sector and the authors’ own experience in dealing with projects in the public sector. The article offers approaches to mitigate some negative aspects regarding the principles and rules of project management according to recognized international standards. Although the article is primarily intended for project managers in the public administration environment, it can also provide some inspiration for fresh approaches to the field of leadership for project managers in the private sector. This article was written as a part of the project Development of Social Skills of a Soldier (LEADER_DZRO_K104), funded by institutional support, which is intended for the development of research organizations in the Ministry of Defence (DZRO K-104) funded from.
Decision-making is one of the core activities of commanders in operations. Commanders (with the help of staffs) carry out decision making, or the decision-making process in planning, because decision-making processes lie at the heart of planning processes. Commanders’ and staffs’ decision-making consists of the creation and assessment of various alternatives (variants of actions) according to certain aspects (criteria) and their mutual comparison, risk assessment, selection of the most advantageous (optimal) alternative and the adoption of a decision. In this paper, the authors focus on the method of deriving (selecting) a set of criteria from the objectives of the operation and their formulation for subsequent use in the creation, analysis, comparison and selection of a variant of action. The reason the authors carefully examine the significance of the influence of criteria on commanders' decisions is primarily the fact that these actions are not elaborated in detail in Alliance documents, which may subsequently affect the choice of optimal variants (decisions) regarding the actions of their own troops in joint (NATO) operations.
A feature typical for project environment is uncertainty resulting from risks, changes and a unique procedure of the project implementation. The managers in such environment fairly often encounter unstructured problems that, when knowledge management is applied, can be transformed into structured problems. A correct conception of knowledge management in an organization and setting up the individual processes, which are carried out within project management, help to reduce uncertainty. In another case, it helps management in increasing the success probability while defining opportunities / threats, and thus also when selecting a project. Knowledge management helps the project team to identify the risks that might threaten the project objective. Knowledge management is a tool for fairly fast and convenient attainment of project’s success. Keywords: Knowledge management, project management, process, stakeholder, project team.
Implementation of project management is a step by which the organization declares that it wants to offer unique products in the appropriate quality. Just as a newly implemented process to an organization is not always perfect and needs to be constantly improved. Consequently, the project management implemented in the organization needs to be improved. The article presents the main problems identified by the members of the project management courses, which took place at the University of Defense in Brno in period 2011 - 2018. The authors of the article, based on the analysis of the findings, concluded that problems identified in the Ministry of Defence of the Czech Republic are solvable and present possible approaches to the solution.
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