The main aim of the article is to fill the gap concerning the recognition of constructs of programme management supporting open innovations. Current knowledge on this subject is mainly limited to identifying success factors of open innovation and programme management. In the current literature, there are few publications indicating the use of the programme as a tool supporting innovation. In order to fill the identified knowledge gap, common factors of programme success and open innovations were compared and assessed successively. A quantitative study was conducted on an international group of experts, including 578 experts in programme management. As a result of applying cluster analysis and operationalising the obtained results, four programme constructs supporting open innovations were dimensioned, such as cooperation with the environment, transfer of knowledge and technology, organisational maturity, and ensuring and maintaining implementation capacity. Moreover, the discussion and the research revealed that the impact and scope of the structured approach to programme management not only allow for the implementation of the assumed outcomes and benefits at the strategic level, but also influence the shaping and adjustment of the whole organisation.

The activity of enterprises in the energy sector is complicated by the complexity and capital intensity of the resources and processes used. In the current market conditions, an additional challenge is the implementation of sustainable development, including, in particular, environmental and social goals. These circumstances require efficient and effective management, and this is possible, inter alia, thanks to the use of the project management. However, this approach requires not only implementation, but also professional monitoring and control, which is considered and diagnosed in this article. The purpose of this article is to: (a) verify the programme management areas subject to the monitoring and control process; (b) identify and evaluate the effectiveness of the most frequently used methods in the process of monitoring and control of the programme implementation. A qualitative study using a structured interview was conducted among 21 experts involved in the implementation of programmes from the energy sector. The authors found that energy companies monitor and control programmes in key, but traditional areas such as lead times, costs, risks and benefits. They less often refer to ‘soft’ areas of management, such as: work, communication or quality. In terms of the monitoring and control methodology used, significant discrepancies were found between the methods considered effective and those that are most often used in practice. This requires decisive improvement actions. At the same time, it is worth emphasising that the majority of managers prefer compact and quantifiable forms of monitoring and control, such as: earned value method, Gantt chart and comparing plans to results in individual areas. The sector also lacks a systemic approach to programme management, which should be distinguished from single project management, which is why the authors presented their own approach to solving this problem.

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A synthesis of literature studies covering the determinants of agile project management methods, risk management processes as well as factors influencing the shaping of project success and failure clearly indicates that in most publications on risk in agile managed projects, the human factor is heavily underestimated at the expense of often excessive favoring of procedures. Meanwhile, after analyzing the risk factors that arise in agile-managed IT projects, it became apparent that in addition to aspects such as technology, hardware, system, or even project schedule and cost, the project team is highlighted, which is also the second concept with the GPM P5 Standard for Sustainability in Project Management. Thus, the purpose of this article is to develop a model for risk management in IT projects. As a result of the empirical research carried out by means of an expert interview (108 experts) and a questionnaire survey (123 respondents), a risk management model was developed and six original risk management areas were identified, describing 73.92% of all risk factors that may occur during the implementation of an IT project. Furthermore, empirical studies confirm that basic processes such as risk factor identification, impact assessment, and key risk factor management are used by managers and/or team leaders during the implementation of IT projects.

The production of new IT products and services in today’s dynamic world of business and ever-evolving technology requires specific enterprise policies geared toward supporting innovation. Striving to provide the customer with the required value that meets the customer’s current requirements is becoming quite a challenge for IT enterprises at this time. Moreover, innovative ideas are not created in “rigid” authoritarian-managed teams, but in an open culture based on the principles of self-organization and self-discipline, a characteristic of agile teams. One of the key determinants of a company’s competitive advantage is employee effectiveness and commitment. Moreover, there are few publications covering research on employee effectiveness in agile teams. Therefore, the overarching goal of this article is to identify the motivators influencing the commitment and effectiveness of agile teams. In order to achieve the desired goal, an analysis of the research on the effectiveness and commitment of employees of a selected Polish IT company within the industry was conducted. As a result of the analysis of the obtained research results, seven determinants were developed, which have the greatest importance for agile teams and their motivation and effectiveness. Moreover, as the concluded research results show, the use of agile team models and open innovation positively affects the efficiency and commitment of employees.

Streszczenie: Firmy programistyczne należą do branży, w której powszechnie stosuje się zarządzanie projektami oraz koncepcję pracy w zespołach. Celem niniejszego artykułu są rozważania teoretyczne dotyczące analizy modeli zarządzania zespołami projektowymi w sektorze informatycznym (IT). W artykule omówiono klasyczne modele zarządzania zespołami projektowymi, pracę zespołów w strukturze sieciowej oraz dokonano przeglądu uwarunkowań związanych z tym obszarem w zwinnych metodach zarządzania projektami (Agile Project Management -APM). W większości projektów informatycznych właściwe jest wdrożenie zespołu sieciowego, którego struktura jest zmienna w czasie oraz nie posiada stałego składu. Jednakże w niektórych przypadkach stosuje się modele klasyczne, szczególnie model chirurgiczny. Rekomenduje się przeprowadzenie badań dotyczących zależności struktur sieciowych i efektywności zespołów projektowych w branży IT oraz zależności pomiędzy określonymi funkcjami personalnymi członków tych zespołów.

The implementation of the open innovation (OI) model is associated with a significant organizational change within the existing processes, business models, and prevailing customs. This change takes appropriate measures to prepare for and conduct an effective implementation process. Only a small number of research concerns software development micro-organizations using the OI model. Therefore, this article focuses on defining and systematizing the activities supporting the implementation of OI, which are initiated depending on the implementation process and the organizational level at which a given process is implemented. The research was carried out based on a case study in the Sandstream Development Sp. z o. o. (SSD) organization by analyzing the approach to the implementation of the Sandtime.io project. As a result of the undertaken research effort, the assumed research goal and a theoretical model of implementing open innovations in software development micro-organizations were developed. In addition, the importance of preparing the foundation for the OI model was also emphasized through the recommendations for managers regarding the implementation of individual implementation activities.

Streszczenie. Cel niniejszego artykułu to rozważania teoretyczne dotyczące wpływu czynnika ludzkiego, zespołu projektowego na kształtowanie się ryzyka projektu w zwinnym podejściu do zarządzania projektami. W artykule przedstawiono podstawowe procesy zarządzania ryzykiem oraz omówiono jego główne czynniki. Wskazano również czynniki bezpośrednio związane z interesariuszami, funkcjonowaniem zespołu projektowego oraz odniesiono je do wyników badań The Standish Group w raporcie Chaos Manifesto.