Sustainability, creativity and innovation in project management – Model development for assessing organizational performance through projects

Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.

Are you ready for a tender project? – Analysis of organisational project management maturity in the Austrian-Hungarian border region

Are you ready for a tender project? – Analysis of organisational project management maturity in the Austrian- Hungarian border region. Since the 1990s the European Union has paid more and more attention to subsidising cross-border development. It is understandable that different funding from proposal sources is particularly important for the border area, especially to those of utmost importance that support co-operation and rural development. Therefore, they could become a driving force for development. The authors’ research analyses the organisational project management maturity of the projects implemented in the frame of the Austria-Hungary Cross-border Cooperation Programme 2007-2013 (AT-HU). Analysing this kind of organisation is an important issue, since the new call for proposals are open in 2016 and the results of this study may provide a self-evaluation opportunity to organisations that need to know if they are ready or mature enough for a new tender project. The aim of this study was twofold. First of all, those indicators that could be used to analyse the project management maturity of implementing organisations in the AT-HU programme were identified. Based on the empirical research these are the project experience accumulated by the organisation, the internal processes operating at the institution and the professional background. Secondly, factors that can affect this project management maturity were explored and we determined five influencing area: the organisational structure, culture, project managers motivation and the typical and important competences.

Az agilis szemlélet első két évtizede (First two decades of agility)

Az agilitás az elmúlt húsz év egyik fontos fogalma, amelyet több területen (gyártás, szoftverfejlesztés és projektmenedzsment) is több-kevesebb eredménnyel alkalmaztak. A hazai akadémiai diskurzus eddig mostohagyermekként kezelte e témákat, holott az érintett szakmák gyakorlati művelői számos alkalommal foglalkoztak velük. A szerző rövid áttekintést ad e területek fontosabb gondolatairól, majd ezek közül néhányat a vezetés-szervezés általánosabb tárgyalásmódjával vizsgál. Az agilis szemlélet mögött rejlő alapgondolatok egy része nem nevezhető újnak. A cikk az agilitás témájának pozicionálásával zárul. _____ The agility of is an important concept of the last twenty years, which is applied with more or less results in several areas (manufacturing, software development and project management) as well. The author gives a brief overview of the main ideas from these areas, and examines some of these with general aspects of leadership and management. The article concludes with the theme of the positioning of agility.

Költség- és időcsökkentési eljárások alkalmazása a projekttervezésben és a nyomon követésben = Application of cost and time reduction procedures in project planning and the follow-up

A válság okozta megszorítások a projektek költségvetését sem hagyták változatlanul. Nagyon sokszor nemcsak a jövőbeni projekttervek költségvetését kell átgondolni, hanem a már futó projektek költségvetését is újra kell szabni. E tanulmány ilyen esetekben nyújthat módszertani támogatást. A szerző ebben a kutatásban négy költség- és időcsökkentő módszert hasonlít össze. Ismerteti, hogy ezeket az eljárásokat milyen módon lehet ötvözni, illetve mikor, melyiket célszerű alkalmazni. Az eljárások között van olyan módszer, amely a hagyományos projektmenedzsment (pl. építési, beruházási projektek menedzselésének) eszköztárát gazdagítja, de találkozhatunk olyan eljárásokkal is, amelyek az agilis projektszemléleten alapuló módszerek körét szélesítik. A bemutatott módszerek nemcsak a hálótervezési, hanem a mátrixos projekttervezési eljárások esetén is alkalmazhatók. ____ Due to the effects of the crisis, budgets of present as well as future projects are decreasing steadily. In this study four different methods are introduced for minimising budget and time demands. These introduced methods support not only the traditional but also the agile project management. Furthermore these methods can be used not only in case of network planning, but also for matrix-based project planning.

Projekttervezési módszerek kihívásai a XXI. században (Challenges of the project planning methods in the 21st century)

Több mint száz éve született meg Henry Gantt (Gantt, 1910) sávos ütemterve, Kelley (Kelley, 1961) és Walker (Walker, 1959) is több mint hatvan éve publikálta kritikus út módszerét. Az ezekre épülő költség- és erőforrás- tervezési módszerek vajon alkalmasak-e a ma kihívásaira? Az olvasó ebben a tanulmányban többéves kutatómunka gyümölcsét láthatja. A kutatás során az egyik legfontosabb cél annak vizsgálata volt, hogy a meglévő projekttervezési eszközök mennyiben felelnek meg a mai projektek kihívásainak; hol és milyen területen van szükség e módszerek továbbfejlesztésére, esetleg meghaladására. Ebben a tanulmányban a szerző olyan módszereket mutat be, amelyek messze túlvezetnek bennünket a projekttervezés eddig elsősorban operatív feladatokra szorítkozó módszereitől, és olyan kérdések megválaszolására fordítja figyelmünket, mint pl. milyen tevékenységeket, projekteket valósítsunk meg; melyeket hagyjuk el vagy ütemezzük be egy későbbi projektbe; hogyan rangsoroljuk, priorizáljuk a projektek megvalósítását, fontosságát? ______ Gantt chart (Gantt, 1910) was born by Henry Gantt more than a hundred years ago. Kelley and Walker published their critical planning method more than a 60 years ago (see i.e. Kelley-Walker, 1959). Can we use methods based on network planning methods for the challenges of 21st century? In this paper the author can see the results of the recent researches. In this study with their colleagues he investigated which project planning methods can be used in challenges of the 21st century and where and how to improve them. In these researches new matrix-based project planning methods are specified, where they can deal not only operative but strategic questions: which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches.In this paper he introduces a new matrix-based method, which can be used for ranking project or multi project scenarios with different kinds of target functions. The author shows methods that are used in an expert module. He shows how to integrate this expert module into the traditional PMS system.

The Impact of Project Manager on Project Success – The Case of ICT Sector

The project management literature on project success is rich. Numerous papers focus on the evolution of the understanding of project success, identification of success criteria and critical success factors. Critical success factors increase the potential for achieving project success, while project success can be evaluated with the help of success criteria. Although the interrelationships between critical success factors and success criteria are rarely analyzed, yet there is a strong demand for it. The aim of this paper is twofold. One of the aims is to identify the impact of one of the critical success factors, the project manager’s project management attitude on project success. The other aim is to highlight the interrelationship between the project manager’s personal characteristics and project management attitude and leadership style, which are three critical success factors. These aim to address the shortcoming mentioned above, which is considering the lack of the interrelationships between critical success factors and success criteria. The research outcomes are drawn from qualitative field research at the Hungarian subsidiaries of multinational companies operating in the ICT sector.