1Acquisition cost of long-lived assets the following items repr.docx

1
Acquisition cost of long-lived assets: the following items
represent expenditures (or receipts) related to construction of a
new home office for Lowery company.
Cost of land site, which include an old apartment building
appraised at $75,000 $165,000
Legal fees, including fee for title search
$2100
Payment of apartment building mortgage and related interest
due at time of sale $9300
Payment for delinquent property taxes assumed by the purchaser
$4000
Cost of razing the apartment building
$17,000
Proceeds from sale of salvaged materials
($3800)
Grading to establish proper drainage flow on land site
$1900
Architects fee on new building
$300,000
Proceeds from sales of excess dirt (from basement excavation)
to owner of adjoining property (that was used to fill in a low
area on property) ($2000)
Payment to building contractor
$5,000,000
Payment of medical bills of employee accidentally injured while
inspecting building construction
$1400
Special assessment for paving city sidewalks (paid to city)
$18,000
Cost of paving driveway parking lot
$25,000
Cost of installing lights in parking lot

$9200
Premium for insurance on building during construction
$7500
Cost of open house party to celebrate the opening of new
building $8000
Required
From the given data, calculate the proper balances for land,
building, and land improvements accounts of Lowery Company.
2
Depreciation method: on January 2, Roth Inc. purchased a laser
cutting machine to be used in the fabrication of a part for one of
its key products. The machine cost $80,000, and its estimated
useful life was four years or 1 million cuttings, after which it
could be sold for $5000.
Required
Calculate the depreciation expense for each year of the
machines useful life under each of the following depreciation
methods:
a. straight-line
b. double declining balance
c. Units of production. Assume annual production and cuttings
of:
a. 200,000
b. 350,000
c. 260,000
d. 190,000
3
Depreciation method: on January 2, 2012, Alvarez Company

purchased an electroplating machine to help manufacture a part
for one of its key products. The machine cost $218,700 and was
estimated to have a useful life of six years or 700,000
pleadings, after which it could be sold for $23,400.
Required
a. calculate each year’s depreciation expense for the period
2012-2017 under each of the following depreciation methods:
1. straight-line
2. double declining balance
3. Units of production. (Assume annual production in pleadings
of:
i. 140,000
ii. 180,000
iii. 100,000
iv. 110,000
v. 80,000
vi. 90,000
b. Assume that the machine was purchased on September 1,
2012. Calculate each year’s depreciation expense for the period
2012 through 2018 under each of the following depreciation
methods:
1. straight-line
2. double declining balance

4
Accounting for planting and intangible assets: selected
transactions of Continental publishers Inc., for 2013 are given
below:
Jan 2: paid $90,000 to purchase copyrights to a series of
romantic novels. The copyrights expire in 40 years, although
sales of the novels are expected to stop after 10 years.
Mar 1: discovered a satellite dish antenna has been destroyed by
lightning. The losses covered by insurance and a claim is found
today. The antenna cost $9180 when installed on July 1, 2012.
And was being depreciated for over 12 years with the $900
salvage value. Straight-line depreciation was last recorded on
December 31, 2012. Continental expects to receive an insurance
settlement of $8100
Apr 1: paid $120,000 to remodel space to create an employee
exercise area on the lower level in a least building. The
buildings remaining useful life is 40 years; the lease on the
building expires in 12 years.
Jul 1: paid $270,000 to acquire a patent on a new publishing

process. The patent has a remaining legal life of 15 years.
Continental estimates to new process will be utilized for six
years before it becomes obsolete.
Nov 1: paid $63,000 to obtain a four-year franchise to sell a
new series of computerized do-it-yourself manuals.
Required:
a. Prepare journal entries to record these transactions.
b. Prepare the December 31 journal entries to record
depreciation and amortization expense for assets acquired
during the year. Continental uses straight-line depreciation and
amortization.
5
Contingent liabilities: determine which of the following
transactions represent contingent liabilities for Kelly leasing
and indicate the proper accounting treatment for the company’s
fiscal year-end, by placing the letter of the correct accounting
treatment in the space provided
A. accrue liability and disclose in the financial statement notes
B. disclose the financial statement footnotes only
C. no disclosure
1. Kelly leasing was sued by a customer who claimed the
equipment they least was not up to standards described by
Koby. Kobe stands by its claims and can support all the item
specifications. Koby plans to vigorously defend itself and
believes the chances of losing the lawsuit a remote.
2. A government audit of Koby found that the company is in
violation of several work safety regulations. Koby has been
notified that it will be assessed a fine of $25,000. Koby has
agreed to make the safety changes so that it will be in
compliance with the regulations.

3. Koby leasing has been served a lawsuit by a customer that
claims he was injured from one of the products leased from
Koby. Koby plans to defend itself in court, but his lawyers
believe there is a 50-50 chance that they will lose and be forced
to pay $50,000.
6
Recording payroll and payroll taxes: Beamon Corporation had
the following payroll for April:
Officer salaries
$32,000
Sales salaries $67,000
Federal income taxes withheld
$19,000
FICA taxes withheld $7500
Health insurance premiums withheld
$1600
Union dues withheld $1200
Salaries (including above) subject to federal unemployment
taxes$55,000
Salaries (including above) subject to state unemployment taxes
$60,000
Required prepare journal entries on April 30 to record:
a. Accrual of the monthly payroll.
b. Payment of the net payroll.
c. Accrual of employer’s payroll taxes. (Assume that FICA tax
matches the amount withheld, if the federal unemployment tax
is 0.6%, and the state unemployment tax is 5.4%.)
d. Payment of all liabilities related to this payroll. (Assume that
all are settled at the same time)

-538-
Inzinerine Ekonomika-Engineering Economics, 2014, 25(5),
538–548
Finding a New Way to Increase Project Management Efficiency
in Terms of Time
Reduction
Seweryn Spalek
Silesian University of Technology
Gliwice, Poland
E-mail. [email protected]
http://dx.doi.org/10.5755/j01.ee.25.5.8419
There are three basic constraints called ‘the golden triangle’ in
each project: time, budget and scope. Researchers and
practitioners are trying to find a way to increase the efficacy of
the project’s outcomes in terms of shortening the project’s
duration, lowering budgetary costs and meeting the scope.
Although several publications have been written on that topic,
there is still no common solution in place. However, more in-
depth research related to the specific type of projects or
industries is being conducted and this paper seeks to incorporate
additional knowledge into that contemporary field.

Furthermore, this is of growing importance in modern, turbulent
times, where the expectations of profiting from lessons
learned are ever increasing.
Following the current market demands, in the article a new,
innovative approach is proposed to manage the expectation
that future projects will have a shorter duration. Therefore, the
idea of creating specific roadmaps is proposed, which
should help the decision makers improve the efficacy of project
management in the company, where the process of such
improvement is measured using the maturity levels assessment
concept.
Based on the world-wide quantitative studies in the
construction, information technology and machinery industries,
specific roadmaps for each industry were determined. The
purpose of these roadmaps is to indicate the most effective
investment sequence in the increase of project management
maturity, which should result in a decrease of future projects’
duration. Moreover, discussions on the limitations of such
investments are examined.
Keywords: Investment, Time pressure, Company, Projects,
Improvement, PM, Implementation of Strategies, Knowledge,
Innovation.
Introduction
Three of the world’s most recognized Latin words,

“Citius, Altius, Fortius,” meaning “Faster, Higher,
Stronger”, have been the Olympic motto since 1894. At the
time: Pierre de Coubertin proposed the motto, having
borrowed it from his friend Henri Didon, a Dominican
priest who taught sport close to Paris (IOC, 2007, p. 5).
These three words encourage the athlete to give his or
her best during competition. To better understand the
motto, we can compare it with the Olympic creed: “The
most important thing in life is not the triumph, but the
fight; the essential thing is not to have won, but to have
fought well.” Together, the Olympic motto and the creed
represent an ideal that Coubertin believed in and promoted
as an important life lesson that could be gained from
participation in sport and the Olympic Games: that giving
one’s best and striving for personal excellence was a
worthwhile goal. It is a lesson that can still be applied
equally today, not just to athletes but to each one of us
(IOC, 2007, p. 5).
Modern project management has its roots (Lenfle and

Loch, 2010, p. 33) in the atomic bomb Manhattan project
(Morris, 1994, p. 18) and the ballistic missile projects,
Atlas and Polaris (Kerzner, 2013). The term “modern
project management” is used by some authors and relates
mostly to the project management approach started in the
1950s and continuing through today (Chen et al., 2011;
Hill, 2004; Lenfle & Loch, 2010; Shenhar, 2001).
Remarkably, from the very beginning of contemporary
project management, projects were, and continue to be,
under similar time pressure (Campos Silva et al., 2012;
Chen et al., 2012; Griffin, 1993, 1997; Herroelen & Leus,
2005; Omorede et al., 2013; Radziszewska-Zielina, 2010;
Zavadskas et al., 2010). Kach and colleagues (2012, p.
377) state: The speed of technological change and
shortened product life cycles have made the time-to-market
requirements for developing new products increasingly
stringent (Kessler and Chakrabarti, Langerak et al., 2010;
Heightened competitive forces have motivated many firms

to move their new products through the design and
manufacturing pipeline at a faster rate, encouraging greater
focus on accelerated development and compressed time
lines (Prasnikar & Skerlj, 2006; Wright et al., 1995).
The above statement for NPD (new product
development) projects can be applied to most projects,
whatever their nature. In our current, turbulent times, the
pressure of time seems to increase to an ever greater
extent. Project managers and their teams experience
similar pressure to athletes: to beat the record and to go
faster and faster. The first word, “Citius”, of the Olympic
hendiatris1 seems to dominate projects managed by
1 Hendiatris is a figure of speech in which three words are used
to
emphasize one idea, for example, Wine, women, and song.
Hendiatris is
often used to create mottos for organizations; for example, The
motto at
West Point is “Duty, Honor, Country.” see K. Wilson and J.
Wauson, the

AMA handbook of business writing: the ultimate guide to style,
grammar,
538–548
- 539 -
companies today. The majority of project stakeholders
(executives, sponsors, clients, managers) expect new
projects to be completed faster than ever.
Moreover, companies are always careful about
spending money. Therefore, they also want to know
where to invest their typically limited funds. This issue
also arises when deciding where to invest to shorten the
time of future projects.
This paper gives new insight into the dilemma of
where and when to invest limited company funds to
achieve the best approach to time reduction of future
projects.
(R)evolution in Managing Projects
Project management has evolved throughout history.

This evolution has occurred mostly due to the tools and
techniques applied to single projects and the gradual
improvement of human resource management (Avots,
1969). This situation lasted until the 1990s, when the
number of projects executed by companies increased.
Moreover, companies’ operating environments became
turbulent (Keil & Mahring, 2010). Furthermore, the
influence of project outcomes on the success of an entire
company increased (Baron & Hannan, 2002). As a result,
companies placed a greater emphasis on project
management. To speed up time-to-market, companies
experienced increased pressure to reduce the duration of
projects. The existing methods for reducing the time of
ongoing single projects (e.g., application of modern
scheduling techniques supported by computer technology)
(Brucker et al., 1999; Iacovou & Dexter, 2004) are
significant; however, they are no longer sufficient. A new,
more efficient and revolutionary approach to managing
companies’ portfolios of projects was needed (Cooper et

al., 1999). This need generated new approaches for how to
better manage projects to face the new challenges
appearing in multi-project (Hofman, 2014), dynamic
environments (Spalek, 2013). Accordingly, new concepts
in project management were introduced, focusing on
project environment and knowledge management (del
Cano and de la Cruz, 2002; Ethiraj et al., 2005;
Neverauskas and Stankevicius, 2008; Pemsel & Wiewiora,
2013). Among these concepts is the idea of assessing the
maturity level of project management in the company
(Cooke-Davies, 2007; Fraser et al., 2003; Spalek, 2014;
Tan et al., 2011).
Assessing Maturity: the Purpose
To gain competitive advantage in executing projects,
companies wanted to know how well they manage projects
while taking into consideration different aspects
influencing the effective execution of projects (Kerzner,
2013; Rudzianskaite-Kvaraciejiene et al., 2010). The

assessment outcomes should note the areas for potential
improvement (Ahmad et al., 2013).
This expectation can be fulfilled by project
management maturity assessment. There are several
existing models of maturity assessment; however, their
main purpose remains the same: to identify weak and
usage, punctuation, construction, and formatting (New York:
American
Management Association, 2010, p. 216).
strong areas in an organization (Belt et al., 2009). By
knowing its strengths and weaknesses, a company can
undertake actions to improve activities related to the
management of projects, resulting in an increased maturity
level and improved project outcomes.
The majority of existing models assess project
management maturity level on a scale from 1 to 5, where 1
represents the lowest and 5 the highest level (Khoshgoftar
& Osman, 2009). The assessment is performed in different
areas related to project management. Therefore, the

assessment results in a matrix with maturity scores and
testing areas (Spalek, 2011).
Increasing Maturity: the Investment in the Future
It is critical to understand that an increase of maturity
level will mostly benefit future projects. Increasing by one
maturity level up also has some impact, however limited,
on existing projects. Because the planning phase in each
project is crucial (Wyrozebski & Spalek, 2014), the biggest
possible improvements are associated with future projects.
There is even a well–known quotation saying2:
“Show me how your project starts and I can tell you
how it will end.”
If the level of maturity is increased, e.g., from level 1
to 2, the outcomes of that action will be beneficial in new
projects. For existing projects, it will usually be too late to
have an impact.
Therefore, the decision to assess and then increase the
project management maturity level in a company is an
investment in future projects.

Investment “in maturity” is time consuming and
money intensive; therefore, to achieve the highest possible
time reduction of future projects, it is crucial to decide
where and when (in which sequence) a company
investment should be placed. Moreover, a company’s
investment funds are often very limited, making the issue
even more important. Therefore, it is essential for
companies today to have a road map guiding decision
makers on the following topic:
“In which areas and in what sequence should limited
funds be most effectively invested in my company?”.
The Research Method
The prediction of the future is a complex issue (Glenn
& Gordon, 2003), often involving various methods and
techniques, and thus has a wide record in
publications.(Booth, 2006; Galbraith & Merrill, 1996;
Lacher et al., 1995; Landeta, 2006; Onkal et al., 2013).
To predict reduction of the future time of projects,
questionnaire-based cross-impact analysis was used

following the ideas presented by Fabiana Scapolo and Ian
Miles (2006, p. 680–681). The method included the
following steps:
data analysis and conclusions.
2 Author unknown, also exists as: “Show me how your project
starts and I
can tell you how it will finish” or “Show me how your project
starts and I
show you how it will end”.
Seweryn Spalek. Finding a New Way to Increase Project
Management Efficiency in Terms of Time Reduction
- 540 -
Three Industries: Construction, Information
Technology and Machinery

The research presented in this article was part of a
larger effort supported by the National Science Centre,
focusing on world-wide studies of maturity in project
management in the chosen industries. The overall research
was designed in two major steps.
The first step was to conduct quantitative empirical
studies on project management maturity levels in three types
of industries: machinery, construction and information
technology. Data from 447 global companies, mostly
medium- and large-sized ones, was collected. Ninety-eight
per cent of them earned over € 2,000,000 per year, and 99,5
% of them employed over 49 people.
The second step, which is discussed in this study, was
designed to investigate the relationship between the
increase in maturity level in project management and the
predicted duration of forthcoming projects.
The Assessment
For the purpose of this study, a model was used that
assesses the company’s project management maturity in

four areas (Spalek, 2011):
, 2011);
2000);
Kjaer, 2012);
2011).
The description of the maturity assessment areas is
shown in table 1.
Table 1
Project Management Maturity Assessment Areas
ID Area Description
1. Human Resources staffing, career paths, motivation, training,
team work
2. Methods (incl. Tools &
Techniques)
methods, tools, techniques and means used for project planning
and execution; risk, requir ements, scope, costs, time
and quality management

3. Environment organizational structures, top management
support, stakeholders’ management, company culture
4. Knowledge Management lessons learned approach, gathering
data and experience for on-going operations and future
references
In the applied project management maturity model the
results of the assessment are reported from level 1 to 5:
3: Appliance;
-improvement.
The experts were asked to express their opinion on an
increase of maturity level by one increment (from 1 to 2,
from 2 to 3, etc.) and how it influences the time reduction
of future projects in their companies. The possible impact
was measured on a scale from 1 to 5, as shown in table 2.
The assessment was made separately in each testing area.
Table 2

The Impact on Time Reduction on Future Projects
Impact Level Description
1 No influence
2 1–10 %
3 11–20 %
4 21–30 %
5 over 30 %
In our study, the experts were practitioners from the
investigated companies. The invitation to participate in this
study was sent to 308 chosen experts as a follow-up to the
major global study on project management maturity. The
experts were chosen based on the demographic information
obtained in the first step of the overall research. They were
experienced managers that had at least five years of
experience and possessed a deep knowledge of the projects
executed in their companies. Moreover, the invitations
were sent to experts from companies that reported a
maturity level of at least 2 in each of the testing areas.
The response rate was 63 %. Such a high rate was
obtained as there were individually approached named

persons who expressed, in the first step of overall research,
their willingness to participate in the second step of the
studies. Non-response bias was tested by comparing the
demographic data of participating and non-participating
experts. No significant difference was found, proving that
survey respondents represent the overall sample accurately.
Results and Discussion
Data from 39 information technology, 48 construction
and 107 machinery industry global companies was
collected. The reliability of data was checked using
Cronbach’s alpha, resulting in a value of over 0,9 in each
testing area.
Data analysis using mean, median and mode values
was performed. The equality of variances was tested using
Levene's test and the equality of means using a t-test, and
satisfactory results were obtained as the significance for
Levene’s test was greater than 0,05. Additionally,
Spearman's rho correlation coefficients and factor analysis
using rotated component matrix were calculated for further

rigid data analyses. The data analysis was performed using
Statistical Package for the Social Sciences (IBM SPSS
build V21.0.0).
The results revealed differences in the predicted
impact of change in maturity level on the duration of future
projects. This level of impact depended on the specific
change in the designated area of assessment (e.g., a change
from level 1 to 2 in the knowledge management area) and
varied between industries.
The Impact on Future Projects: by Maturity Area
and Type of Industry
The data analysis revealed that the dispersion of the
acquired data is low; consequently, the mean value was
chosen to explain the results. Using the mean value allows
538–548
- 541 -
the results to be presented more clearly, without going into

deep statistical details and allows the development of a
full, more comprehensive picture. The mean values of
impact on the future projects are shown in table 3.
The Impact on Future Projects by Industry (CONS, IND, IT)
and Change of Maturity Level in the Areas of Methods (M),
Human Resources (HR), Project Environment (E) and
Knowledge Management (KM).
Table 3
Statistics (Mean Value of Impact on Future Projects)
M
1–2
M
2–3
M
3–4
M
4–5
HR

1–2
HR
2–3
HR
3–4
HR
4–5
E
1–2
E
2–3
E
3–4
E
4–5
KM
1–2
KM

2–3
KM
3–4
KM
4–5
CONS 3,96 3,96 3,21 2,46 3,96 3,96 3,21 2,46 3,21 3,21 2,46
1,71 3,21 3,21 2,46 1,71
IND 3,88 3,88 3,16 2,44 3,88 3,88 3,16 2,44 3,16 3,16 2,44 1,72
3,16 3,16 2,44 1,72
IT 3,90 3,90 3,15 2,41 3,90 3,90 3,15 2,41 3,87 3,87 3,13 2,38
3,87 3,87 3,13 2,38
The impact on future projects depends on the type of
industry. The highest impact levels (3,96) were observed
for the change from level 1 to 2 and from 2 to 3 in the
methods (M) and human resources (HR) areas in the
construction industry (CONS). The lowest impact (1.71)
also appeared in the construction industry; however, it was
observed in the areas of environment (E) and knowledge
management (KM) for the change of maturity from level 4
to 5. Note, in each type of the studied industries, the

potential impact on future projects is the highest if the
company is at the initial (1) or standardized (2) level of
maturity in project management and wants to increase it by
going one level up. This observation is true for each
assessment area: methods, human resources, environment
and knowledge management.
When a company reports already having appliance (3)
or system management (4), maturity levels and wants to
increase it by one level, the impact on future projects’
duration subsequently decreases. However, this reduction
is greater in the construction and machinery industries than
in information technology companies. Therefore, which
project management maturity area the company should first
invest funds in to reduce the future project’s duration
depends on the type of industry. Moreover, the investment
sequence depends on the current level of maturity in the
company in each testing area, meaning that for a chosen
industry, one should consider a different roadmap, showing
where and in which sequence the investment in project

management maturity should be placed.
Different Industries, Different Approach?
This study on the influence of the increase of project
management maturity on future projects’ time reduction
was focused on three types of industries:
that has projects that are, to some extent, inherited in its
long history. The projects associated with these sectors are
described and considered by numerous authors (Davies et
al., 2009; Dominguez et al., 2009).
which are admittedly spread throughout the globe. The IT
projects are described and discussed for many different
types, such as agile (Thomke and Reinertsen, 1998) or
Internet projects (Mahadevan, 2000).
background of the above two industries as well as many
others, is present in many countries and is a backbone
industry for the other sectors. Therefore, its importance for
the global economy is very high. However, a limited amount

of research in this particular sector can be found in the
literature. The examples are mostly qualitative case studies
describing new product development (NPD) practices
(Ahmad et al., 2013; Huang et al., 2004; Matsui et al.,
2008), which are crucial for machinery industry companies.
The Investment Road Map: The Idea
Based on the factor analysis (as shown in Table 4), a
road map is proposed showing the investment path in
maturity areas, which should result in the biggest pay-offs
in reduction of time in future projects. Analysing the
groups of factors in the table, the proposed roadmaps for
the companies was built. This road map operates in the
areas of methods and techniques (M), human resources
(HR), project environment (E) and project knowledge
management (KM), as well as the associated change in
level of maturity (e.g., from 2 to 3), which is noted, for
example, as follows: M 2–3 (the change in maturity from
level 2 to 3 in the area of methods and techniques).
In general, note that at the beginning of the road map,

the investment has the biggest impact on the duration of
future projects and subsequently decreases along the way.
Table 4
Factor Analysis
Rotated Component Matrixa,b
Component
1 2 3
M2-3 ,964 ,245 -,088
HR1-2 ,964 ,245 -,088
HR2-3 ,964 ,245 -,088
M1-2 ,964 ,245 -,088
HR3-4 ,953 ,265 ,146
E1-2 ,953 ,265 ,146
KM2-3 ,953 ,265 ,146
KM1-2 ,953 ,265 ,146
E2-3 ,953 ,265 ,146
M3-4 ,953 ,265 ,146

M4-5 ,719 ,253 ,648
HR4-5 ,719 ,253 ,648
E3-4 ,719 ,253 ,648
KM3-4 ,719 ,253 ,648
KM4-5 -,019 ,093 ,992
E4-5 -,019 ,093 ,992
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. BRANCH=CONS; b. Rotation converged in 18 iterations
Component
1 2 3
HR1-2 ,964 ,250 -,074
HR2-3 ,964 ,250 -,074
- 542 -

Component
1 2 3
M1-2 ,964 ,250 -,074
M2-3 ,964 ,250 -,074
E2-3 ,945 ,265 ,191
KM2-3 ,945 ,265 ,191
E1-2 ,945 ,265 ,191
M3-4 ,945 ,265 ,191
KM1-2 ,945 ,265 ,191
HR3-4 ,945 ,265 ,191
KM4-5 -,102 ,049 ,990
E4-5 -,102 ,049 ,990
KM3-4 ,641 ,226 ,733
HR4-5 ,641 ,226 ,733
M4-5 ,641 ,226 ,733
E3-4 ,641 ,226 ,733

a. BRANCH=IND; b. Rotation converged in 18 iterations.
Component
1 2 3
HR1-2 ,947 ,148 ,272
HR2-3 ,947 ,148 ,272
M1-2 ,947 ,148 ,272
M2-3 ,947 ,148 ,272
KM2-3 ,934 ,190 ,297
E2-3 ,934 ,190 ,297
E1-2 ,934 ,190 ,297
KM1-2 ,934 ,190 ,297
HR3-4 ,817 ,227 ,519
M3-4 ,817 ,227 ,519
E3-4 ,783 ,284 ,543
KM3-4 ,783 ,284 ,543

HR4-5 ,288 ,327 ,891
M4-5 ,288 ,327 ,891
E4-5 ,254 ,387 ,872
KM4-5 ,254 ,387 ,872
a. BRANCH=IT; b. Rotation converged in 9 iterations.
The Investment Road Map: Construction Industry
The construction sector is one of the largest industries
traditionally associated with using project management.
The proposed road map revealed that the biggest pay-off is
associated with an increase of maturity level from 1 to 2
and from 2 to 3 in the methods (M 1–2, M 2–3) and human
resources areas (HR 1–2, HR 2–3).
The road map can be described in the following four
steps:
Step One
Assuming that the company is at an initial (1) maturity
level in all areas, the first step in investment should be an

increase of maturity in the methods (M) and human
resources areas (HR) until they reach the level 3.
Step Two
Then, in the second step, the investment should be
placed in gradually reaching level 3 in the environment and
knowledge management areas (E 1–2, E 2–3, KM 1–2,
KM 2–3), and the increase in methods and human
resources should continually increase until they reach level
4 (HR 3–4, M 3–4).
Step Three
The third step should include activities improving the
maturity in the environment and knowledge management
areas until they report level 4 (E 3–4, KM 3–4) and the
methods and human resources areas until level 5 (M 4–5,
HR 4–5).
Step Four
Finally, in the fourth step, the increase should be from
level 4 to 5 in the environment and knowledge

management areas (E 4–5, KM 4–5).
Figure 1 shows the investment road map for the
construction industry.
Figure 1. Investment road map for the construction industry
M 1–2,
M 2–3,
HR 1–2,

HR 2–3
E 1–2,
E 2–3,
KM 1–2,
KM 2–3,
HR 3–4,
M 3–4
E 3–4,
KM 3–4,
M 4–5,
HR 4–5
E 4–5,
KM 4–5
STEP 1 STEP 2 STEP 3 STEP 4
538–548
- 543 -

Comparing Steps in Construction Companies: the
Reduction of Impact
Remarkably, if assuming that in the first step, the impact
on reduction of time of future projects is 100, then in the
second step, it equals 81; in the third, 62; and in the fourth,
43.
This information is useful for investments in a specific
company, as companies in the same industry differ from one
another. After performing the first step, the total investment
and detailed impact on a project’s duration can be measured.
Then, knowing the predicted reduction of impact, one can
estimate the possible outcomes in the second step toward the
investment effort and decide if it is worth it to proceed. The
same approach can be performed before step three and four.
Following this advice means, of course, that time gaps are
needed between successive steps to reassess the situation.
The Investment Road Map: Information Technology
After construction, the second industry traditionally
associated with the project management sector is

information technology (IT). Moreover, both industries
report a long project management application history.
The investment road map for information technology
consists of six steps.
Step One
In step one, the investment in increasing project
management maturity levels should be performed to go from
level 1 to 2 and from 2 to 3 in the methods and human
resources areas (M 1–2, M 2–3, HR 1–2, HR 2–3).
Step Two
After the first investments, the company should consider
investments to increase the level of maturity from 1 to 2 and
then from 2 to 3 in the remaining two areas: environment
and knowledge management (E 1–2, E 2–3, KM 1–2, KM
2–3).
Step Three
In the third step, the project management maturity level
should be increased from 3 to 4 in the methods and human

resources areas (M 3–4, HR 3–4).
Step Four
In this step, as in step three, one goes up from level 3 to
4 in the environment and knowledge management areas (E
3–4, KM 3–4).
Step Five
The fifth step is designated for improvement in the
methods and human resources areas from level 4 to 5 (M 4–
5, HR 4–5).
Step Six
In the last step, the investment should be placed to
increase the maturity level from 4 to 5 in the areas of
environment and knowledge management (E 4–5, KM 4–5).
Figure 2 shows the investment road map for information
technology companies.

Figure 2. Investment road map for information technology
companies
Comparing Steps in IT Companies: The Reduction of
Impact
The highest potential impact on future projects in the
IT industry occurs when investing in the areas indicated in
the first step and then gradually decreases.
Assuming that the impact in the first step equals 100,
the impact on future projects’ duration of investment in
step two is 99. Accordingly, in step three, the duration is
81; in step four, 80; in step five, 62; and, finally, in step
six, 61.
Despite a relatively greater number of steps in
comparison to the construction industry, the differences
between some pairs of steps (1 and 2, 3 and 4, 5 and 6) are
small. Thus, the decision to continue the investment after

each step is of a different nature than in the construction
industry where differences are bigger.
The Investment Road Map: Machinery Industry
The products of the machinery industry are the
machines, tools, parts and devices used by the other
industries. This industry, like construction and IT, also has
a wide representation among companies world-wide.
M 1-2,
M 2-3,
HR 1-2,
HR 2-3
E 1-2,
E 2-3,
KM 1-2,
KM 2-3
M 3-4,
HR 3-4
E 3-4,

KM 3-4
M 4-5,
HR 4-5
STEP 5 STEP 6
E 4-5,
KM 4-5
- 544 -
However, a limited amount of project management related
research exists for this sector.
The investment in project management maturity in the
machinery industry should be considered in the following
four steps:
Step One
In the first step, the investment in an increase of

maturity levels from 1 to 2 and, successively, from 2 to 3
should be considered in the areas of methods and human
resources (M 1–2, M 2–3, HR 1–2, HR 2–3).
Step Two
The next investments should be focused on further
increases in the methods and human resources areas up to
level 4 and, in parallel, they should be focused on further
increases in the areas of environment and knowledge
management from levels 1 to 3 (M 3–4, HR 3–4, E 1-2, E
2–3, KM 1–2, KM 2–3).
Step Three
In step three, an increase of project management
maturity up to level 4 is advised in the environment and
knowledge management areas (E 3–4, KM 3–4).
Additionally, investment in the methods and human areas
is suggested until they reach level 5 (M 4–5, HR 4–5).
Step Four
This final step is dedicated to the environment and
knowledge management areas to reach a level 5 of project

management maturity (E 4–5, KM 4–5).
Figure 3 shows the investment road map for the
machinery industry.
Figure 3. Investment road map for the machinery industry
Comparing Steps in Machinery Industry Companies:
the Reduction of Impact
If one assumes that the possible impact on future
project time reduction in the machinery industry equals 100
as a result of performing step 1, the execution of step 2 will
thus result in an impact level of 81. For steps 3 and 4, there
is a further reduction of impact to 64 and 44, respectively.
After performing each step and comparing the effort

undertaken to the reported project outcomes, this
information can be used to decide whether to continue with
further investments in increasing maturity levels.
Conclusions
The Traditional vs. Agile Approach to Managing
Projects
The outcomes for the construction and machinery
industries are alike, whereas the results of the study in
information technology companies differs. This could be
the result of similarities between the type of projects
undertaken by both the construction and machinery
industry and the different projects undertaken by IT
companies. The construction and machinery industry
companies execute projects in a more traditional approach,
whereas IT projects have a greater tendency to migrate
toward agility in project management. The concepts of
traditional vs. agile approach in project management are
widely discussed by (Fernandez & Fernandez, 2008;

Shenhar & Dvir, 1996). That contrast would explain the
major differences between the proposed investment
roadmaps that are associated with either a more traditional
or agile approach to project management.
Construction and Machinery: the Traditional
Approach
In the traditional approach, the general advice is to
invest gradually in all four areas of maturity with some
advance investment in project management standards, tools
and techniques and in the competencies of people involved
in projects. The investment in company structures
supporting project execution or project knowledge
management areas should be considered in direct relation
to progress in the methods and human resources areas.
Information Technology: The Agile Approach
Agility, as defined by its founders3, is less focused on
strict methods and tools and more on knowledge flow,
creating an appropriate working environment and team
building processes (Dingsoyr et al., 2012). Therefore,

3 see: http://agilemanifesto.org/; accessed November 2013.
M 1–2,
M 2–3,
HR 1–2,
HR 2–3
E 1–2,
E 2–3,
KM 1–2,
KM 2–3,
HR 3–4,
M 3–4
KM 4–5
E 4–5
E 3–4,
KM 3–4,
M 4–5,
HR 4–5

538–548
- 545 -
explaining why the investment in that type of project
should be performed gradually and in parallel in each of
the following areas: methods, human resources,
environment and knowledge management.
Although this study is limited to three industries, the
suggested roadmaps can be used by other industries as
well, especially by a wide range of manufacturing
companies (NAICS, 2012). A company can choose a road
map by assessing the similarities of the projects being
executed to construction and machinery or IT projects.
However, for some sectors, such as healthcare (Adler et
al., 2003) or education (Palacios-Marques et al., 2013),
more studies are needed to develop their specific road
maps systems.

Continuous Improvement? Not Necessary!
The majority of academics and practitioners think that
continuous improvement is vital for a company’s
operations and its survival in the turbulent market. This
approach is also a noticeable concept of increasing project
management maturity levels as a continuous process,
which should result in reaching the highest maturity level
in all assessment areas.
However, based on existing studies of maturity
(Becker et al., 2009; Grant & Pennypacker, 2006; Mullaly
&Thomas, 2010; Pasian, 2011; Rohrbeck, 2010), the vast
majority of companies today report, on average, the second
or third level of maturity in different industries and
assessment areas. Therefore, more effort is put into
discussing how the company should proceed with maturity
improvement to achieve “the top.” However, some doubts
exist if “the top” is even obtainable as there is a risk that
assessment criteria can be changed over time as project

management develops further. The first signs of such an
approach are described in the model proposed by PMI
(2008), in which no levels of maturity are defined. Instead,
maturity is measured using a best practices list, which is
continuously expanded by the PMI. This approach results
in a “never ending” continuous effort to increase project
management maturity in the company.
Continuous improvement, however appropriate in
theory, cannot always be the best solution for a company.
As our study revealed, the impact of the increase of
maturity on the reduction of future projects decreases over
subsequent levels of maturity. The biggest impact occurs
at the very beginning when a company is making its first
steps on the road map. Then, the impact decreases by more
than 50 % in the traditional approach to project
management (represented by construction and machinery
industries) and by approximately 40 % in the agile
approach (represented by information technology
companies). This brings into the question whether

continuous improvement in maturity is effective for the
company in terms of invested funds and achieved
outcomes.
Therefore, there should be time breaks in between
steps on the investment road map to measure, ex post4, the
4 The translation from Latin means "after the fact". The use of
historical
returns has traditionally been the most common way to predict
the
probability of incurring a loss on any given day. Ex-post is the
opposite of
real impact of the increase in project management maturity
on the recorded project’s time reduction.
Based on this study, one knows the size of the
predicted decrease of impact in the next step for traditional
and agile projects. Therefore, one can compare possible
benefits with the estimated effort needed to continue with
the next step on the road map. As a result, one can
conclude that the investment in further progress in project

management maturity does not pay off and the limited
company’s investment funds can be spent on other more
promising and vital company activities.
Limitations and Future Directions
The research is limited to three types of industries,
represented by 194 organisations with 107 belonging to
machinery, 48 to construction and 19 to IT companies. In
quantitative analysis, the size of this sample, especially of
the latter two industries, can be assumed to be rather small.
Therefore, definitive conclusions and generalisations
supporting the outcomes of our study should await a larger
sample, especially of IT and construction industries.
The method of the prediction of the costs of
forthcoming projects by investigating experts’ opinions is
constrained by the quality of the respondents’ judgment, as
is the case in all surveys of experts. Generally, predicting
future outcomes is an extremely difficult issue (Glenn &
Gordon, 2003). However, it was a conscious decision to
use this method, despite its limitations, to advance the
current stage of knowledge.

Some of the limitations of the study can be
strengthened to show the directions for future research.
The mainstream method would be to investigate the other
industries for which projects are a vital part of their
operations with the same method. Therefore, follow-up
research could be dedicated to the automotive, aerospace
or mining sectors.
Moreover, a study on the relationship between
different investment types and an increase in maturity level
would be advised. It would also be desirable for a new
study to investigate the direct influence of different types
of investments on projects’ outcomes.
It may also be worth considering research into
checking whether project management is not
geographically sensitive, as the other recent studies on
project management performance areas suggest.
The results of this study advance the current state of
knowledge in the project management area. However, the

problem of linking investments in project management to
outcomes for an entire company is complex. Hence, the
considerations presented in the paper provide a better
understanding of this complexity in the area of project
duration and could be a trigger point for further studies of
other types of project outcomes.
Acknowledgments
This work was supported by the National Science
Centre grant.
ex-ante, which means "before the event". Source:
http://www.investopedia.com/ retrieved on November 2013.
- 546 -
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The article has been reviewed.
Received in October, 2014; accepted in December, 2014.
Copyright of Engineering Economics is the property of
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Lucrări Ştiinţifice – vol. 55, Supliment /2012, seria Agronomie
145
MIGRANTS’ INTEGRATION PROCESSES IN EU – FIRST
STEPS IN THEIR
NEW HOME COUNTRIES (CASE STUDY: INTEGRA
PROJECT)
Ştefan COLIBABA
1
, Andreea CLEMINTE

2
, Anca COLIBABA
3
, Claudia DINU
4
e-mail: [email protected]
Abstract
Integra is a partnership project which aims work together with
social partners such as migrant communities and
financial institutions from a range of different European
countries to create a Europe wide network of relevant
institutions in order to reach migrants in partner countries to
improve their integration into local society by providing
them with opportunities to gain language skills on basic
financial matters. The first steps for their language integration
into the new society is made through an non formal approach,
based on open interaction, simulation scenarios,
improvisation and creative use of the learning materials,
permanent exchange of questions and answers, reflection time
and feedback opportunities.
Key words: migrant communities, integration, financial

language, simulation scenarios
1
A.I. Cuza University/Fundatia EuroEd, Iasi, Romania
2
Fundatia EuroEd, Iasi, Romania
3
Gr.T.Popa University of Medicine and Pharmacy/Fundatia
EuroEd, Iasi, Romania
4
Gr.T.Popa University of Medicine and Pharmacy, Iasi, Romania
Ever heard of financial integration?
If it„s important for you (as migrant) to
integrate with the local community of your new
home country, then the Migrant Integration Kit
developed during the INTEGRA project contains
financial terminology, a financial glossary, and
sources of financial information that will assist you
by equipping you with the most useful social and
financial phrases which can be helpful in

unfamiliar situations in a new country.
As the main characteristic, Romania remains
an emigration country and becomes not only a
transit country, but also a destination country more
attractive to immigrants. According to Eurostat
forecast, from 2008 - 2060, Romania will have at
least a net immigration rate of 18.4 per thousand
(1.84%). Unlike the Romanian migration
quantified at approximately 10% of Romanian
people, migration phenomenon in Romania is
relatively modest. Data available at the end of
2010 shows that legal immigration holds 0.3% of
the total population (total non-EU immigrants /
total population). According to the National
Commission for Prognosis, in 2013-2015, the
number of immigrants is likely to increase to
200,000 to 300,000 immigrants, which would
mean 1% - 1.4% of the population.

The INTEGRA project (http://integra-
project.eu) brought together partners from 11
countries (LT, GR, DE, ES, TR, IE, NL, RO, GB,
PL and BY) with the aim to work together with
social partners such as migrant communities and
financial institutes to create a Europe wide network
of relevant institutes in order to reach migrants in
partner countries to improve their integration into
local society by providing them with opportunities
to gain language skills on basic financial matters.
Within the context, the partnership managed to
develop the following activities:
1. Research
needs analysis in partner countries produced
to find out about the problems and
experiences that migrants face in a new
country because they do not speak the host
country language and are not familiar even
with the basic norms of everyday life (results

are uploaded on the project website under the
heading "Summary")
good practice examples in each partner
country collected following the template
developed by the coordinating institution on
the financial language training and country
specific financial and banking operations
(results are uploaded on the project website
under the heading "Summary")
comparative analysis produced on the life
situation of migrants in the old and new EU
mailto:[email protected]
http://integra-project.eu/
http://integra-project.eu/
Universitatea de Ştiinţe Agricole şi Medicină Veterinară Iaşi
146
countries ( results are uploaded on the project
website under the heading "Summary")

2. Contacts and training programs
Contacts established and cooperation
agreements with migrant communities in
partner countries signed
Contacts established and cooperation
agreements with the social partners –
financial, non-governmental and state
institutions working with migrants, signed
The training methodologies and programs for
training representatives from migrant
communities and migrants as final
beneficiaries developed
Collection of the materials and work on the
creation of the active in the future portal
www.integra-project.eu with the assistance
from social partners are underway
3. CD – Migrant Integration KIT
Useful phrases: a list of essential useful
words and phrases in English, Lithuanian,
German, Dutch, Polish, Greek, Spanish,
Romanian, Belorussian and Turkish that

could enhance not only your language but
also general skills for better adaptation to
local society of your new country and labour
market.
Simulations: dialogues on different situations
dealing with financial and social welfare
issues for simulating real life situations and
in such a way as to develop your skills and
confidence in managing your personal matters
in your new country.
Country specific financial tips: specific
information and advise on how to deal with
everyday financial needs in partner countries.
Useful info
- Links to financial institutions or other
financial information sources in all partner
countries (Lithuania, Poland, Germany, Uk,
Ireland, Greece, Spain, Netherlands, Romania,
Belaruss Turkey)

- Links to governmental institutions or other
support organizations working with migrants
in all partner countries (Lithuania, Poland,
Germany, Uk, Ireland, Greece, Spain,
Netherlands, Romania, Belaruss Turkey)
- Links to migrant communities in partner
countries
- Links to other projects or programs working
on migrant integration issues
Info on representatives from migrant
communities. List of contacts of
representatives from migrant communities in
partner countries that you are welcome to get
in touch with.
Good practice examples in partner
countries. Examples of good practices for
improving migrants financial integration from
various projects, activities or actions being
carried out by financial, educational or other

kind of institutions in partner countries, could
help you understand and deal with unfamiliar
situations in your new country
MATERIAL AND METHOD
One of the most important activities of the
project was the organisation and implementation of
the trainings together with language professionals
and financial experts to representatives of migrant
communities in order to cascade that training to
ultimate beneficiaries-migrants from the partner
countries.
Trainings for representatives -
instructors from migrant communities
organized, who will later cascade the acquired
knowledge and gained skills to the final
beneficiaries – migrants from partner countries.
Community representatives were selected
according to the pre-agreed criteria (one of the
most important – good local language skills and
good knowledge of national culture). In each
partner country 8-10 persons were trained. The
most active representatives (3-5 per country) were
included into the European network of trainers
Tthe trainings (training time-10 hours) were
meant for training the instructors on how to use the
developed by the project financial language

teaching program and methodology, based on
elements of drama and introduce the project
website containing the collected teaching/learning
materials and useful info. Every potential instructor
was equipped with a CD containing materials and
methodology guidelines to be used for teaching
final beneficiaries.
Trainings for final beneficiaries –
migrants from partner countries organized with
migrant community representatives acting as
„teachers – instructors“.
Each partner country-10 migrants (average
3 migrants per community), 16 hours training
program (2 hours for project presentation,
introduction into the project website, 12 hours for
trainings following the program , 2 hours for
reflections and summing up).
Trainings were run by the migrant
community representatives - instructors, who have
already integrated in the new environment.
The trainings were developed after the
following Methodology and Guidelines, which has
been elaborated to support the migrant
representatives on how to conduct six (language
skills) workshops’ with migrant communities:
http://www.integra-project.eu/
Lucrări Ştiinţifice – vol. 55, Supliment /2012, seria Agronomie

147
Training session one
1. Carry out an induction in relation to the overall
project.
2. Introduce ‘Representative’ aims – what the
representatives are aiming to accomplish by
conducting the ‘Six Language Skills Workshops’
with migrant communities. These aims are:
To train members of migrant communities to
develop better skills and confidence in managing
personal financial matters;
To develop migrant communities’ basic language
skills for dealing with financial matters.
The financial areas are:
Claiming Social Benefit;
How to use the Website;
Opening a Bank Account;
Exchange and Transfer of Money;
Paying for Services or Products;
Job Related Information;
Negotiating Payments for Accommodation;
Reporting a Stolen Bank Card by Telephone;
Borrowing Money and Getting Credit.
3. Ethos of a Trainer Facilitator.
4. Training in how to conduct Drama Games and
Exercises.
5. Functions of Drama Games and Exercises.
Training session two
1. Website Training for the Representatives.
2. Discussion of content for the first two

Language Skills Workshops i.e. Claiming Social
Benefit and Opening a Bank Account.
3. Representatives themselves practice running /
facilitating under supervision the following drama
games and exercises from workshops one and two
of the Language Skills Workshops. The games
are: Name Game, Culture Shock and Energy
Circle. Also do work on functions of the exercises.
4. Representatives are provided with feedback
from the trainer in relation to the above.
5. Introductory training in Image Work and
Improvisation for the representatives. Look at
Complete the Image and Image of the Word. Work
on functions.
Training session three
1. Representatives themselves again practice
running or facilitating under supervision the
following drama games and exercises from
workshops one and two of the Language Skills
Workshops. The games are: Name Game, Culture
Shock, Energy Circle and Getting to Know You.
3. Representatives themselves practice running
or facilitating under supervision the following
drama games and exercises from workshops two,
three, four and five. The games are: Walk Clap,
Bomb and Shield, Falling and Columbian Hand
Hypnosis.
5. Training in Image Work and Improvisation for
the representatives. Look at Complete the Image,
Image of the Word, and Image of the Hour.

6. Training in ‘How to Read a Script’.
7. Discussion of content for numbers three, four,
five and six from the Language Skills Workshops.
Training session four
1. Representatives themselves practice
running or facilitating under supervision a
short version of workshops Two and Three
from the Language Skills workshops.
2. Representatives are provided with
feedback from the trainer in relation to the
above..
3. Training in Image Work and Improvisation
for the representatives.
After TRAINING SESSION FOUR the two
representatives should ideally go into the
community and conduct (pilot) Workshops One
and Two from the Language Skills workshops with
their migrant communities.
Training session five
1. Discussion and feedback for the
representative’s workshops one and two
conducted with the migrant community.
Representatives discuss with the trainer how the
workshops went.
2. Representatives themselves practice running
or facilitating under supervision a short version of
‘Workshops Four, Five and Six re the Six
Language Skills Workshop Series.
4. Training in Image Work and Improvisation for

the representatives.
Training session six:
1. Reflection on overall training activity.
2. Provide final pointers and support.
3. Opportunity to practice runs a guided
workshop – to be chosen by the representatives.
RESULTS AND DISCUSSIONS
In figures the results of the training process
were:
28 training sessions with 104
hours of training for migrant communities‟
representatives
58 sessions with 195 hours of
trainings with final beneficiaries.
Number of trainers, who trained
representatives: 15
Number of trained representatives:
60
Universitatea de Ştiinţe Agricole şi Medicină Veterinară Iaşi

148
Number of trained final
beneficiaries: 275
Migrant communities involved:
from Afghanistan , Somalia, Russia, Bulgaria,
Belarus, Romania, Lithuania, Palestinia,
Poland , Iraq , Syria, Israel, Tunisia, Portugal,
South Africa, Germany, Sweden, Ireland,
Norway, UK, Denmark, Morocco, Algeria,
Jordan, Taiwan, France, Greece, Moldova,
Nigeria, Senegal, Mali, Cameroon, Pakistan,
Philippines, Ethiopia, Ukraine, India, Eritrea,
Turkey, Armenia, and from Spanish/Latin
American community
Taking into consideration the reflections of
the participants on the trainings, the results were:
What was innovative about the trainings?

adults representing communities of
foreigners in Romania was new and exciting
-formal approach which
is much more encouraging and effective; it
helps people get rid of inhibitions and it
connects them directly to real life situations,
which is actually what is relevant to them.
How much did trainees benefit from the
trainings?
suggested for the training are the real benefit
for people who struggle with a new language
in various cultural, economic and social
contexts. The spot-on activities organized
during the training were a frame for future
practice based on the materials offered in
the Glossary and set of Usual Phrases.
developed teaching techniques, especialy by

using drama and role play activities
What new skills and competences were
gained?
were the interactive techniques for working
with participants, the use of drama and
simulation techniques, role play.
communication and cultural mediation
skills and their specific financial and
banking language.
other competences mentioned were:
groups
forms / materials
communities will get to know each other more

quickly and will interact easier; a feeling of
group belonging was stimulated
Do they feel more confident now in dealing
with financial matters?
fact that after the training I was able to go to
the bank and speak in Romanian”
Romanian”
numbers, dates used in dialogs”
CONCLUSIONS
All the partners proofed the fact that both
trainings were very successful and useful for the
participants. They were of the opinion that
trainings have shown migrants the way how to start
dealing with financial matters by speaking the
language of the host country. The activities

suggested for the training were the real benefit for
people who struggle with a new language in
various cultural, economic and social contexts.
Combining drama methods with concrete
information on financial matters allowed migrants
to feel more relaxed and be open to the learning
process.
ACKNOWLEGMENTS
This article is based on the development of the trainings,
with all the support materials and methodology,
carried out within the INTEGRA project (LLP
GRUNDTVIG Multilateral, 510258-LLP-1-2010-1-
LT-GRUNDTVIG-GMP), co-funded by the
European Union.
REFERENCES
Iris Alexe, Bogdan Paunescu, 2011 - Studiu asupra
fenomenului imigratiei in Romania. Integrarea
strainilor in societatea Romaneasca, ISBN 978-
973-0-10715-9
Sandu (coord), 2006 - Locuire temporară în străinătate:

Migraţia economică a românilor 1990-2006,
Fundaţia pentru o Societate Deschisă
Violeta Mirinaviciute, 2012 - INTEGRA Project and its
Final Product - Migrant Kit, http://www.integra-
project.eu/news-events/article/150-integra-final-
event-international-conference-migrants-
integration-processes-in-eu-first-steps-in-their-
new-home-countries
***http://www.integra-project.eu
http://www.integra-project.eu/news-events/article/150-integra-
final-event-international-conference-migrants-integration-
processes-in-eu-first-steps-in-their-new-home-countries
http://www.integra-project.eu/
Copyright of Agronomy Series of Scientific Research / Lucrari
Stiintifice Seria Agronomie is

the property of University of Agricultural Sciences &
Veterinary Medicine of Iasi and its
content may not be copied or emailed to multiple sites or posted
to a listserv without the
copyright holder's express written permission. However, users
may print, download, or email
articles for individual use.

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