Gower Handbook of Programme Management

Lock, Dennis; Wagner, Reinhard

doi:10.4324/9781003075080

Cited by 11 publications

(14 citation statements)

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“…[1] upravljanje projektom definiše kao naučno zasnovan i u praksi potvrđen koncept kojim se uz pomoć odgovarajućih metoda organizacije, planiranja i kontrole vrši racionalno usklađivanje svih potrebnih resursa i koordinacija obavljanja potrebnih aktivnosti da bi se određeni projekat realizovao na najefikasniji način. Dok Lock, D. [7] upravljanje projektom smatra poslom osiguranja krajnjih ciljeva projekta uz suočavanje sa svim rizicima i problemima koji se javljaju u realizaciji.…”

Section: Kompetencije Projektnog Menadžera I Globalni Tokoviunclassified

Areas of project manager competence development digital age and the influence on intellectual capital

Buha¹,

Lečić²,

Bjegović³

2022

Tehnika

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The paper is the result of observing some important issues of continuous improvement in the world that changes rapidly and systemically. Knowledge is woven into intellectual property considered strategic good for the sustainability of companies. Therefore, specialists in corporate strategies strengthen the performance of the management system. Since the basic research motivation lies in viewing the synergistic action of people and intellectual capital in a digital environment, which competencies, the project manager needs to develop further? The aim of descriptive analysis is reflected in considering the content of knowledge and skills that are considered crucial in performing tasks in the field of project management, especially in relation to valid standards, regulations or legislation, but also changes incurred in the digital age. Desk analysis was conducted on a database on lifelong learning needs, as well as strategic estimates of necessary knowledge and skills for project management. The results show that the continuous intellectual development of the individual is the sine qua non creation and increasing the value of intellectual capital. An effective project manager is a source of positive social impact, with the potential to help raise people from poverty and efficient functioning of the system as a whole. Related literature in this paper, provided plausible facts on the need for permanent learning of the project manager in order to improve human resources and improve the competitive position of the market organization.

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Section: Kompetencije Projektnog Menadžera I Globalni Tokoviunclassified

Areas of project manager competence development digital age and the influence on intellectual capital

Buha¹,

Lečić²,

Bjegović³

2022

Tehnika

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“…As shown in Table 2, PMI divides the phases of the program life cycle into definition, delivery, and closure phases [2], and Thiry has classified them into definition, development, and closure phases [28]. In addition, Gower divided them into initiation, delivery, and closure [29]; MSP divided them into program identification, definition, tranches management, and closure [30]. [12].…”

Section: Program Life Cycle and Closure Phasementioning

confidence: 99%

“…The program contains more components than required at the individual project level, and the life cycle of a program goes through three phases (program definition, delivery, and closure) to implement the program [5,28,29].…”

Section: Difference Between Project and Program Closure Phasesmentioning

confidence: 99%

Development of the RACI Model for Processes of the Closure Phase in Construction Programs

Lee

SeungHoon²,

Cheng-quan

et al. 2021

Sustainability

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Recently, the construction industry has seen an increase in construction program level projects in which a number of projects are carried out simultaneously. These projects thus require more systematic management than traditional management methods due to both their complexity and the diverse stakeholders involved. When multiple projects overlap at the same time, it can create a gap between the contractor’s results and the user’s expectations at the closure phase of the construction program. These can include situations such aswhen handover is delayed, conflicts and frictions occur, and complaints from users mount. Therefore, an approach is needed to increase user satisfaction at the program level. This study presents a systematic closing management plan to increase user satisfaction for a smoother handover at the closure phase. The closure process was identified through case studies of activities in the closure phase. In addition, after identifying the stakeholder groups participating in the closure phase, responsibilities and roles were proposed as RACI(Responsible,Accountable,Consulted, and Informed)models by mapping the closure phase of processes and stakeholders. This model shows who is responsible and accountable for, consulted on, and informed about work processes in the closure phase of the program. From a user’s point of view, program closure signifies the beginning of operation and maintenance. We intend to contribute to the increase of user satisfaction by suggesting when and in what work activities the user will be involved in construction products from the user’s perspective.

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“…Analysing religious projects based on their orientation (Lock, 2008), in the portfolio of the Catholic Church one could distinguish between object-oriented projects (increasing or modernising the existing infrastructure), process-oriented ones (e.g. introducing new channels of information distribution) or the so-called soft projects, including for example educational meetings.…”

Section: The Church and Its Projectsmentioning

confidence: 99%

Projectification of a global organization – case study of the Roman Catholic Church

Jałocha

Góral

Bogacz-Wojtanowska

2019

IJMPB

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Purpose The purpose of this paper is to understand projectification processes of the global organization, based on the example of the Catholic Church’s activities. The Catholic Church is the oldest and the largest international organisation to be assessed also from the longue durée perspective. The Church as both a large and supranational organisation and a religious community has carried out a lot of social tasks. A part of its activity relating to the Church’s basic mission is carried out in these days in the form of various projects. In this paper, the authors demonstrate that seemingly unchanging structure, such as the Catholic Church, based on a determined hierarchy, strict principles and rules of conduct, is affected by the projectification processes. Design/methodology/approach The authors chose the method of a single case study. To analyse the projectification processes in the Church, the authors focussed on flagship mega-events of WYD programme, from which the following were selected: Rome (1985), Manila (1995), Sydney (2008), Rio de Janeiro (2013) and Krakow (2016). Findings The study demonstrates that organisational projectification processes can have a real impact on the strategic changes in the global organisation. Under the influence of significant projects, organisations can change internally and also redefine their way of interacting with the stakeholders. Projectification at the same time is a change and leads to it. The research also shows that projectification of a global organisation can intensify internal learning processes. On the one hand, “projectification agents” transfer project practices to various regions of the world, and, on the other, draw on local practices. Therefore, the projectification process is not simply transplanting the project “virus” into new places, but also a process of change and adaptation to the stimuli flowing from the environment. Originality/value The particularities, the distinctiveness of the projects of the Catholic Church can be an inspiration for others realizing projects. The experience of the Catholic Church in the implementation of WYD can be valuable for organisations implementing other projects that require involvement and activation of many, diverse stakeholders, for example, charitable projects or the so-called community engagement projects implemented by large international organisations, such as the World Bank, UNICEF, the UN, the Red Cross or humanitarian projects organised by NGOs in different parts of the world.

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Gower Handbook of Programme Management

Cited by 11 publications

References 0 publications

Areas of project manager competence development digital age and the influence on intellectual capital

Areas of project manager competence development digital age and the influence on intellectual capital

Development of the RACI Model for Processes of the Closure Phase in Construction Programs

Projectification of a global organization – case study of the Roman Catholic Church

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