Socially responsible project management

Trocki, Michał; Juchniewicz, Mateusz; Bukłaha, Emil

doi:10.33119/jmfs.2020.41.3

Cited by 5 publications

(6 citation statements)

References 8 publications

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“…This factor explains 12.52% of the variability that is not covered by the first and the second factor. Chee Moon et al [53], Trocki and Buklaha [58], Atencio [89], and Goedknegt and Silvius [86] stress that stakeholder management in sustainable project management represents an important competency for project managers, which is consistent with the present research results.…”

Section: Integration and The Influence Of Sustainability Dimensions W...supporting

confidence: 91%

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Project Management and Sustainability: Playing Trick or Treat with the Planet

et al. 2020

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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.

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Section: Integration and The Influence Of Sustainability Dimensions W...supporting

confidence: 91%

“…In the sixth part of the questionnaire, the examinees were offered a list of project limitations according to the research results presented in [9,[58][59][60][61], which ought to be related to project sustainability.…”

Section: Questionnaire Designmentioning

confidence: 99%

Project Management and Sustainability: Playing Trick or Treat with the Planet

et al. 2020

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“…A more favorable agreement can enhance cooperative relationships between involved parties, thus facilitating the implementation of the win-win PP negotiations. Several studies and publications have highlighted building long-term relationships as one of the most critical factors within and between organizations in the pursuit of project success and economic, social, and environmental sustainability (IPMA and ICB-OCB-IPMA, 2015;Trocki et al, 2020;Project Management Institute, 2021;Ladika and Budiman, 2022). In theory, using the negotiation framework proposed in this study could have positive effects beyond the project domain.…”

Section: Discussionmentioning

confidence: 99%

“…A project can be defined as a temporary effort to produce unique goods, services, and outcomes to achieve by cross-organizational partners within the constraints of time, cost, scope, manpower, quality, and risk. A project's success has direct and indirect impacts on organizational effectiveness, socioeconomic development, and sustainability (Trocki et al, 2020;Ladika and Budiman, 2022).…”

Section: Introductionmentioning

confidence: 99%

Fuzzy TOPSIS framework for promoting win–win project procurement negotiations

Luo²

2022

Front. Psychol.

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In recent years, organizations worldwide have widely applied the project approach in business and value delivery. Negotiation is essential to the success of a project; however, it has not been explored systematically in the project context. A gap remains between knowledge and practical behavior during negotiation settlements throughout projects. Many project procurement (PP) negotiations do not work as expected. This study develops a practical framework using the scientific method to help close the gap and improve PP negotiations. The proposed framework uses the fuzzy TOPSIS (technique for order preference by similarity to ideal solution) method to integrate the PP management process (PPMP) and the three-phase negotiating model. Through this approach, notable variables and potential solutions under uncertain negotiation situations are quantitatively examined in the early stage and managed until the completion of PP. Thus, expected agreements can be obtained in a timely and efficient manner, with negotiating parties committing to implementing what has been agreed on. Such a commitment facilitates win-win outcomes. An example is presented to demonstrate how the proposed framework operates, and practical implications for managers of project-based organizations are offered. This study provides researchers and practitioners with a foundation to study refined models to enhance project negotiations with interdisciplinary integration.

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“…It should be noted that attempts to conduct a comparative analysis of the most popular project management maturity models were made earlier (Khoshgoftar and Osman 2009;Trocki and Bukłaha 2016). However, as the critical analysis has shown, previous studies have focused mainly on superficial comparison and the search for conceptual differences between models without specifying their strengths and weaknesses.…”

Section: Of 19mentioning

confidence: 99%

Assessment of Project Management Maturity Models Strengths and Weaknesses

Nikolaenko

Sidorov

2023

JRFM

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The purpose of this article is to analyze the most popular maturity models in order to identify their strengths and weaknesses. Research conducted by international project management communities such as Software Engineering Institute (SEI), Project Management Institute (PMI), International Project Management Association (IPMA), Office of Government Commerce (OGC) and International Organization for Standardization (ISO) showed that organizations with high managerial maturity are more likely to achieve their planned project goals than those that do not identify and standardize their best management practices. This circumstance has encouraged scientists from all over the world to start developing various models that can measure and evaluate managerial maturity in projects. Nowadays, the variety of models created has led to considerable difficulty in understanding the strengths and weaknesses of each model. To solve this problem, the article authors conducted a critical analysis to identify the strengths and weaknesses of the most popular project management maturity models. The results obtained will be of interest to project managers, members of project teams, heads of organizations, project offices and everyone involved in the development of project activities. Based on the analysis, it was found that the most developed maturity models are based on international codes of knowledge of project management. Most maturity models ignore the presence of structural and infrastructural elements, such as a workplace, the necessary equipment and software, the availability of professional standards, instructions, regulations, etc. It was also revealed that there are no processes for assessing the effectiveness and efficiency of using the best practices in the maturity models.

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Socially responsible project management

Cited by 5 publications

References 8 publications

Project Management and Sustainability: Playing Trick or Treat with the Planet

Project Management and Sustainability: Playing Trick or Treat with the Planet

Fuzzy TOPSIS framework for promoting win–win project procurement negotiations

Assessment of Project Management Maturity Models Strengths and Weaknesses

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