Project management education in Croatia

Abstract

Since today's dynamic and competitive business environment increasingly requires additional level of competence, the project manager is, certainly, a profession whose value and demand is growing. As to reach the project objective, the project manager should have an adequate education, which is the reason why the corporations, especially in the Information Technology (IT) industry, are among leaders in investment to project management education and certification. The aim of this paper is to contribute to the identification and understanding of the project management education model in Croatia and explore possibilities for its improvements, especially in the field of the project management in the IT industry. For that reason, through 2018 and 2019, authors conducted the research on availability of project management education programs in Croatia, opportunities for international certification as well as attitudes of the project management professionals in IT sector on the existing education model. The study suggests that there is a growing trend of project managers’ certification, especially in the IT industry, as well as a variety of informal programs for project management education. Simultaneously, there is a lack of project management university study programs. Empirical results show that project management study programs lack the practical segment and are, in most cases, offering only fundamental theoretical knowledge. Therefore, authors, on the basis of the literature review and analysis of IT sector needs assessment, provide recommendations of the domains, to be included into future university study programs.

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“…Depending on the type of cultural institution included in the sample (galleries, theatres, museums), the results of the empirical research show that there is a statistically significant difference between theatres and museums in understanding the importance of unconventional marketing in contributing to the increase in the number of visitors that influence the increase in the institution's own income and ultimately increasing profits. It was stated in accordance with the research (Bestvina Bukvić et al, 2017;Balog, 2011) that marketing must be adapted to the industry itself, i.e., the institution and the specific demographic characteristics of its target group, as well as that the fundraising model should include all elements of marketing management: analysis, planning, implementation and control. Therefore, it is necessary to choose and shape an appropriate marketing strategy in accordance with the previous analysis of all stakeholders, i.e., target groups, which will, among other things, affect the success in fundraising and thus also the business (financial) results of the cultural institution.…”

“…Bestvina Bukvić et al (2017) analyze the factors that influence the attendance of cinemas and theatres and their business and financial results. In their research, they proved that marketing in culture facilitates communication with the audience (existing and potential), and marketing activities need to be carried out regularly to achieve successful operation of these organizations.…”

“…A total of 225 responses were received electronically, which translates to a return rate of 50.68%, a satisfactory response considering the sample and the ratio according to the type of cultural institution. In this research, fundraising is viewed through an increase in the number of visitors because attendance, i.e., acquisition of funds through the audience (own income), is one of the key elements of measuring business success in cultural institutions (Mcllroy, 2001, 23), which can significantly influence the business and the financial results of those institutions (Bestvina Bukvić et al, 2017). The importance of unconventional marketing for increasing the institution's profit is also analyzed, assuming the existence of a feedback loop of minimal financial investment in marketing.…”

“…The diversification of funding sources, according to Čopič (2011), is the basis for a healthy future and strengthens the financial resilience of cultural organizations. For other authors, it is one of the prerequisites for gaining stability and establishing conditions for the survival of organizations in turbulent times, but also one of the key parameters for evaluating the success of its development (Dragojević and Dragičević-Šešić, 2008), as well as the organization's readiness for changes in the environment, creating greater credibility and recognition of the organization in the public while increasing the quality of the program itself (Miletić, 2014: 7), which ultimately contributes to the development of the audience (Buljubašić, 2020) and a better financial result of the organization (Bestvina Bukvić, Borić Cvenić and Buljubašić, 2017).…”

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“…sebagai contoh, institusi membutuhkan aplikasi untuk proses belajar mengajar secara online, dan mungkin institusi sudah memiliki, tetapi masih belum sempurna, oleh sebab itu dibutuhkan pengembangan lebih lanjut. Ivana Bestvina Bukvić (2020), mengatakan: "Proyek didefinisikan sebagai setiap rangkaian kegiatan dan tugas yang memiliki tujuan tertentu yang harus memenuhi spesifikasi tertentu, memiliki awal dan akhir tertentu, sumber daya terbatas, menghabiskan sumber daya (baik manusia maupun teknis) dan bersifat multifungsi" [14]. Pendidik tipe U dan S ini dapat berkontribusi dengan membantu menyelesaikan project tersebut dan dapat digunakan sebagai tugas dari sekolah atau perkuliahan, sehingga hal ini berguna untuk meningkatkan invisible knowledge, atau institusi membutuhkan ide inovasi ataupun konsep yang berguna untuk meningkatkan brand nya, maka pendidik dan siswa dapat membuat sebuah perancangan prototype dan konsep dalam meningkatkan hal tersebut, yang kemudian merekomendasikannya kepada institusi.…”